“Humility is the solid foundation of all virtues” — Confucius
Throughout my career, I have always identified with managers who placed collective success above individual success. The humble leader who understands that it is not about him or her, but that the focus must be on the team.
From my very first steps in management, one thought struck me: what if my true mission was to unlock the potential of my employees, rather than to prove my own?
Looking back, what I imagined as a result was nowhere near what my teams were capable of accomplishing.
However, in order to allow my teams to grow and thrive, I quickly realized that the best approach was to acknowledge that they were the true experts of the processes.
My role was to guide them while ensuring the creation of a work environment that fostered their development and success.
In other words, I had to open the path and then step aside to let them move forward.
A leader’s humility begins with understanding that, in an ideal world where their team was completely autonomous, their position would no longer be necessary.
Ouch!
That’s a striking statement, and it may displease or even upset those who define themselves in the company solely by their hierarchical position.
Let’s take a moment to fully grasp this concept…
We live in a world where people’s importance is often perceived as being directly proportional to their place on the organizational chart.
Too often, a person’s value is tied to their position. Yet, from the CEO to the janitor, every role is essential to the sustainability of the company.
The Client Pays Your Employees, Not Your Ego
What is the client really paying for?
They are paying for the work performed by those who produce the goods or services they purchase.
This is a tough blow to a manager’s ego because the client is not directly paying for your responsibilities.
Even though this reality may sting, every company would love to have employees capable of managing their daily work without the constant need for a manager by their side.
This does not mean that your role is useless, far from it. You carry significant responsibilities and exert undeniable influence over your team’s performance. But you are not the one executing the work for which clients pay.
A Paradigm Shift
You simply need to change your perspective and invert the pyramid by placing yourself in service of your employees, thereby increasing their performance and customer satisfaction.
A paradigm shift is necessary to transform your vision:
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From: My employees are paid to carry out what I ask of them.
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To: I am paid to equip and support my employees.
If the previous paragraphs have shaken your perception of your role, let me guide you toward a more positive and reassuring reflection.
Serving does not mean acting as a servant or slave, but rather adopting a posture of support toward your employees, ensuring they have all the tools and knowledge necessary to fulfill their responsibilities.
Confident and competent employees will allow you to focus on strategy and explore new, innovative approaches to help your team progress.
It is important to remember that, if the selection process for your team members was done correctly, all employees under your responsibility already possess the skills to handle their daily tasks.
If not, it is essential to step in and provide the knowledge needed for their autonomy and productivity.
Avoiding the Trap
It is possible that you have the skills to perform some of the tasks assigned to your employees, especially if you were a technical specialist before becoming a manager.
But that is a trap and a massive time drain.
Even if you can perform some tasks faster and more efficiently than your employees, it is important to let them handle it. You have other responsibilities to manage.
If you rush in to complete tasks your employees are struggling with, they will always rely on you to finish their assignments. While this may work in the short term, it prevents them from learning, building confidence, and becoming truly autonomous and effective.
You can and should help your employees solve their problems, but the goal is to transfer knowledge. That means you must find a way to step aside as soon as a team member shows they are in control of the situation. By the second or third explanation, ask questions to check their understanding and encourage reflection instead of handing them the solutions.
One good way to avoid this trap, even if it feels more unsettling, is to manage a team whose work involves tasks you do not know how to do.
This will push you to delegate more, build trust in your team, and demonstrate humility by recognizing and valuing their expertise.
The Modern Manager’s True Challenge
The true challenge of the modern manager is not to be indispensable, but to become a catalyst.
Dare to step aside. Dare to admit your limits. Dare to give credit to your employees.
You will soon see that your teams, far from losing direction, will actually become stronger, more engaged, and more high-performing.
Discover How to Delegate Better in 5 Steps
Would you like to learn how to delegate better to free your mind and reduce your stress?
My practical guide, Master the Art of Delegation in 5 Key Steps, is designed to give you simple and effective tools to:
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Help your team members grow and take on new responsibilities
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Identify who in your team can support you
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Reduce your stress and reclaim your time
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Escape firefighting mode and become strategic again
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Improve workplace atmosphere and collaboration
If you’re ready to transform your leadership style and build a more engaged and high-performing team, I’m here to support you.
Together, we’ll work on practical solutions to overcome your current challenges and achieve your future goals.
Contact me today to learn more.
Carl-Michael Tessier, M.Sc., MBA
Coach in high-performance team development and tailored leadership support
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