Many people appointed to a role take on the robes of the Chief Approver.
They come to believe that it’s their duty to decide what is right or wrong, what is good or bad, what is acceptable. They are the judge and their “rulings” are final.
It is a common leadership trait that sees only black and white and deals in overt authority.
I am not talking here about a mandated authority to approve; but about the interchange between peers—the ways in which leadership influence and authority is dispensed.
But being the Chief Approver is the opposite of humility.
The humble leader:
- Sees that he always has something to learn. An open-minded learner’s spectral thinking generates options and a range of truth. The learner has the wisdom of doubt: No theory is set in concrete and everything is always up for question.
- Is open to being challenged by anyone. She is strong enough in her self-belief that a difference of opinion, disagreement or resistance is an opportunity to explain and reconsider her own point of view. Her values are clear and open to discussion.
- Acknowledges others when things go right. He doesn’t rush to claim the credit but singles out for appropriate praise those who have contributed to the success at every stage, while being mindful of those who would rather shun the limelight.
- Never takes herself too seriously. She takes the business and her role seriously but doesn’t go too far. She knows that over-reaching can kill a deal and ruin a relationship. She has a sense of humour—even when the stakes are high.
- Avoids triumphalism. While he is constantly focused on success, he does not over-react when it is achieved. He knows that every other customer, supplier and competitor is trying to achieve their own success and he respects them for it.
- Is not envious of those who appear to have “more” or are “better” than him. She knows that envy is self-destructive and no-one rises by resentment. She focuses on her purpose in life and supports others to do the same.
- Relies on leadership rather than positional power. His leadership will be driven by a great cause, plus his ability to inspire people to follow and to become “volunteers” for the cause, above and beyond what would normally be expected.
- Does not make acts of giving conditional on receiving. She will be generous with her time and resources for matters that match her values and purpose. This will inspire others to do likewise, but if they don’t, she will not waver.
- Doesn’t denigrate his competitors and seeks to learn from their strengths. He is modest in victory, giving credit to the opposition, and recognises those who have fought valiantly on the other side. He values the process as highly as the outcome.
- Does not allow success to make her complacent or arrogant. She knows that success is not permanent and that the world is continuously in transition—she will find new ways to achieve her purpose and take her followers with her.
You may wish to ask yourself how many of the above apply to you.
In my world, humility is a value and each of the 10 statements above is my idea of an indicative behaviour. You may or may not agree with them all, and you may have others to add to the list.
A well-adjusted adult believes that he/she has value and dignity, and that other people also have value and dignity—this is “I’m OK, you’re OK.”
However, if you feel that you are OK, but other people are not OK, that could surface in Chief Approver behaviour. This is not a good trait for leadership.
So, if you have ever been conscious of posing as the Chief Approver, you may wish to ask yourself, or have someone who you respect the following questions:
- What could possibly entitle you to be the Chief Approver?
- What effect does that have on the people you are seeking to lead?
I don’t mean the humility of “I don’t know anything”, but rather a case of “I don’t know everything”.