I am convinced that people count more than products and profits in a company: even in firms where automation reaches high peaks, those who make decisions are people – owners, associates, CEOs who, from my point of view, are like “fathers” and “mothers”, leading their “sons” (employees) through guidance and example.

If this is true, it is clear how some companies prosper and other don’t, how employees are happy in some companies and unhappy in others: it depends on “mum” and “dad”.

Recently I read an article on leadership written by Emiliano Pecis on the italian newspaper “IlSole24ore”: he cites some researches that scientifically demonstrated the importance of humility in comparison to charism – and I completely agree with this.

One of the main features of many managers and CEOs is egocentrism: they take for granted that they know, they don’t take part in training, they don’t listen to suggestion from the lower levels.
Sometimes, self-centeredness is more subtle: they pretend they listen and are open but it all bursts as soon as they are asked to take into consideration (and put into action) ideas different from their own.

A humble leader, instead, looks out of the window when it’s about crediting other for success and looks into the mirror when it’s about taking responsibility for things that didn’t go according to plans.

And humility, according to different researches, seems to be the key element when a company makes the leap from “good” to “great”, also from the profit point of view.
In other words, a company that looses valued or talented employees because of an egoistic management is doomed to fail. A manager who recognizes his/her limits and listens to suggestions can take a company to the absolute excellence.