Practicing Humility in Leadership

“So he got up from the table, took off his robe, wrapped a towel around his waist, and poured water into a basin. Then he began to wash the disciples’ feet, drying them with the towel he had around him.”

“I have given you an example to follow. Do as I have done to you.”

John 13:4-5, 15 NLT
https://www.bible.com/bible/116/JHN.13.4-5,15.NLT

Leadership shapes far more than decisions and outcomes. It influences whether people feel heard, valued, respected, and included in the everyday flow of work and relationships.

For leaders, this raises a practical consideration: what behaviors contribute to an environment where people can participate fully, grow effectively, and do their work well together?

One leadership practice that comes up consistently is humility, not as a personality trait, but as a disciplined, repeatable behavior.

The idea of leadership through humility is not new. One of the clearest examples appears in John 13, when Jesus washed the feet of His disciples and then instructed them to follow His example. In a culture where washing feet was considered the work of a servant, the moment redefined leadership as something rooted not in status or recognition, but in service, care, and willingness to put others first. That same principle continues to shape how effective leadership is practiced today.

What Humility Really Looks Like

Humility is often misunderstood. It is not weakness, and it is not a lack of confidence. At its core, humility is a shift in focus, away from proving yourself, and toward understanding others.

Leadership research and practice often point to the same shift. Effective leaders move away from needing to have all the answers and instead approach their work with curiosity. They are willing to acknowledge uncertainty, listen openly, and remain teachable. This openness supports stronger connection, reduces unnecessary distance between leaders and teams, and creates space for learning and trust.

“In order for connection to happen, we have to allow ourselves to be seen, really seen.” – Brené Brown

Meaningful connections require vulnerability, including the willingness to be open and not have everything figured out. Without that openness, leaders may create distance rather than trust.

A Simple Story About Perspective

In a conversation between Jim Gaffigan and Joe Rogan on The Joe Rogan Experience, Gaffigan reflects on his early experiences in comedy and how audiences respond differently depending on how you approach them.

At one point, the discussion touches on how easy it is for performers, and people in general, to assume they understand their audience, only to realize they’ve misread the room. Adjusting in those moments requires awareness, humility, and a willingness to shift perspective in real time.

“Usually when I’m angry is when I think I’m in control… when I’m in touch with being humble it ends up paying off.” – Jim Gaffigan

That same dynamic shows up in leadership.

Leaders often walk into meetings, decisions, or conversations with assumptions about what others think or need. Humility is what allows them to pause, reassess, and adjust based on what’s happening, not just what they expected.

Pride and Leadership

There is a form of pride that focuses on lifting others up, recognizing contributions, celebrating wins, and creating space for people to grow. And there is a form of pride that centers on ourselves, needing to be right, holding tightly to our own perspective, or prioritizing our voice over others.

Leadership requires both care and accountability. Without humility, that balance becomes difficult to maintain.

“We can care personally and challenge directly at the same time.” ‑ Kim Scott

Great leaders learn to practice the first kind of pride, celebrating others, while guarding against the second.

Humility in Action at Work

Humility becomes meaningful when it shows up in everyday leadership behavior. In a hybrid and fast-paced environment, small decisions can have a significant impact.

1. Running Better Meetings

Leaders influence how conversations unfold.

“The most effective leaders I know are the ones that speak last and ask really great questions.” – Scott Fitzgerald

A consistent pattern in effective leadership is creating space for others to contribute before offering a personal conclusion. Asking questions first encourages broader participation and leads to more thoughtful discussion. Leaders who do this signal that learning and contribution matter as much as having answers.

In practice, this can include:

Inviting input from quieter team members
Pausing before offering a conclusion
Encouraging multiple perspectives

2. Leading Fairly in a Hybrid Environment

Hybrid work introduces additional challenges around inclusion and communication.

Decisions can easily happen in informal settings, and not all team members have equal visibility or access to conversations.

Humility in this context means being intentional about how information is shared and how people are included:

Reinforcing key decisions in shared spaces
Creating opportunities for remote participation
Being mindful of different working environments

These behaviors help ensure that collaboration remains consistent and inclusive.

3. Elevating Others, Not Just Delegating

Leadership includes responsibility for developing others, not just managing outcomes.

This involves:

Recognizing contributions
Creating opportunities for growth
Supporting others in their work

Effective leaders are those who direct their efforts toward the success of others and the organization, rather than personal recognition.

4. Creating a Culture of Learning

Humility supports continuous learning.

Leaders who assume they have the answers can limit progress, while those who remain open to learning create stronger teams.

“I believe that questions are better than answers.” – Jim Collins

Effective leaders stay in a learning mindset and do not rely on already having the answers.

This mindset encourages:

Listening before responding
Learning before deciding
Adapting based on new information

Why It Matters

Humility has a direct impact on how teams function.

It supports:

Broader participation in discussions
Stronger trust within teams
More effective collaboration
Greater openness to new ideas

Connection depends on people being willing to be seen. Leadership behavior plays a key role in whether that environment exists.

Closing Thought

Humility is not a passive trait. It is an active approach to leadership that shapes how decisions are made, how people are treated, and how teams perform.

It allows leaders to:

Learn from others
Encourage contribution
Support development
Build stronger working relationships

“Humility allows me to see myself in such a way that I not only always value others, but also value myself, and that allows me to stay in the game.” – John Maxwell

The example Jesus gave in John 13 remains deeply relevant today. Before speaking about leadership, influence, or authority, He knelt to serve others in a practical and personal way. That example challenges the instinct to place ourselves at the center and instead calls us to notice, support, and elevate the people around us. In many ways, humility begins with the willingness to serve when recognition is unlikely and when the work itself may seem small or unnoticed.

In environments that value collaboration and inclusion, humility helps create the conditions where people can contribute effectively and work together toward shared goals.