Managers who reflected on a past mistake where they learned a lesson showed more humility than those who didn’t.
A prevention focus sees learning from mistakes as a short-term way to correct failures and avoid punishment.
The relationship between leaders’ learning from mistakes and how much humility they show to their team members was strengthened by a heightened promotion focus.
A real-life study of 85 non-physician managers from medical schools and hospitals in the Midwest showed the importance of a promotion focus.
The study looked at how managers learned from mistakes, how they expressed humility, and how they viewed their teams’ improvement oriented behavior.
Managers who learned from their mistakes and used the learning to improve and grow as leaders were more likely to show humility. They rated their teams as showing better performance and improvement.
There are benefits for those who reflect on and learn from their mistakes, according to a new study.
Researchers found that when leaders took time to reflect on what they learned from their mistakes, they showed more humility, a quality known to make managers more effective.
The study found that teams performed better when their leaders learned from their mistakes.
Humble leaders acknowledge their own limitations and mistakes, appreciate others’ strengths and contributions, and are open to new insights and feedback. When a leader is humble, team members are more likely to share their knowledge and voice their concerns, and increase their improvement oriented behaviors.
In one of the four studies, the researchers recruited 454 managers who worked in a wide variety of industries, including finance, retail, manufacturing and health care, to participate in the online research.Trained graduate students who weren’t involved in the study rated the managers’ responses for how much. They rated the managers on how much they acknowledged that others had more knowledge and skill than them.
Dialogue requires humility, an appreciation of power, and an insatiable curiosity about what we don’t know. For innovation, learning, and the capacity for human flourishing, managers must create spaces for dialogue in systems that try to squeeze it out. Managers can easily measure and reward access instead of performance in hybrid environments because of this tendency.
To counteract the bias, make lists and check them twice. Managers should write down each team member’s name and then review the list to determine who is best suited for what they’ve in mind. Compensation is often used as a means of retaining and attracting employees. People need to feel respected, valued, and acknowledged, and this comes down to how we relate to one another as individuals. Our sense of self is based on positive relationships.
Managers who show genuine curiosity about what employees find meaningful will be the most successful. There’s no substitute for building positive human connection, and no action is more powerful than paying attention. This has led to historic levels of burnout for managers and their teams. Managers can prioritize team needs without burning out by using peer relationships and support. Peers are better able to solve problems and make time. Set up systems to help your team help each other, rather than solve for the need, as a manager.