I think humility is at the heart of Servant Leadership. In the history of “leadership” the idea of a leader being of service rather than simply being in charge seems to be a relatively new one.

I think that is part of why being “strong” and practicing humility occurs as a paradox when it comes to leading; not because they are truly paradoxical as I think you demonstrate so clearly, but because our deeply rooted beliefs about leaders make it hard to reconcile.

It seems to me a core belief required to lead with humility is that “it’s not about me”. Your list of ways we can identify when we have crossed the line into arrogance are right on. And it seems all 4 of them are different versions of “it’s all about me”. So perhaps that is one way to keep checking in with ourselves – am I focused on what I am standing for or am I focused on myself?

I am very curious about the path to arrogance. The signals of arrogance develop over time, which is what I believe Sun-Hau is touching on. Indeed, a humble leader sees duty and service in the power. Wouldn’t the improper usage of politics be a strong indicator of arrogance as well?

Great post, it relates well to current coursework. With the common-sense nature of many recommendations such as yours and Art’s, I do see the transition into arrogance as a slippery slope with only one measure of prevention: Personal Maintenance, driven by a proper philosophy and effective education.

And Art – of course – I am grateful and thrilled to work with you on these writing projects and look forward to more collaboration in the future.

Elijah – When we are genuinely empathic and compassionate, we aren’t thinking of ourselves. It would be difficult, at best, to be arrogant when our thoughts and hearts are on others.

Garrick – what a wonderful story! And how unusual. You told it so well that I can imagine sitting in that audience and being touched by such a gesture, which we seldom see. We need more servant leaders like that one! Thank you for stopping by and adding that.

Aaron, thanks for your additions too. I like the statement that when you are humble, you open the door to confidence. Food for thought.

Sun-Hua, thanks for the additional way to think of leaders – in terms of service, which certainly should keep them away from crossing the arrogance line.

Great posts that quickly capture a leadership quality that creates willing followers. This post reminded me of a key moment in my career that directly applies.
I used to work in the sales/marketing function for a major Rx company. I was in attendance at an annual sales awards banquet and watched as one manager after took to the stage to receive their award. The last award of the evening was to be given to the top sales team in the nation. The award was announced and the manager took to the stage. Without hesitating he stated that he would not accept the award unless his entire team came onto the stage. Once his team had assembled he simply led the audience in applause for their work and then exited the stage. In that moment we witnessed true leadership humility. As they took to their seats I can distinctly remember the team I worked with saying, “I would work for him any day.”
He was clearly comfortable in his own “leadership skin,” took very little credit for their success, and was the antithesis of weakness.

Great post! You and Art have brought up a very important aspect of leadership. I think people who are humble and seek inner satisfaction and inner achievement versus the recognition of their achievements from others, often become fare superior leaders. Could you explain more on the empathy and compassion aspect of becoming arrogant?

You asked: Do you think that someone who has crossed that line can see it in themselves? If not, how can they self-recognize these problems?

I can certainly see it myself. When I stick my finger out, I know it’s time to back off and rethink my message.

Like recognizing errors in your own writing, recognizing when you have behaved arrogantly is difficult. We all have self-defense mechanisms that prevent us from seeing our own errors. We see what we want to see.

But if we seek feedback from people we trust and feel safe with, we can find patterns. And with the patterns we can detect some, but not all, of the problems on our own. We always need others to help us recognize communication problems because the receiver’s interpretation is critical to sending successful messages.

Art, I failed to recognize your contributions to this post in my tweet and previous comment. Nice work. You and Mary Jo make a great writing team. Best regards, Steve