Apology Statements Are Among the Most Powerful Phrases for Leadership
In the realm of leadership, true self-confidence is not about never making mistakes or always having all the answers. Instead, it's about demonstrating humility, seeking diverse perspectives, and prioritizing doing the right thing over being right.
A values-based leader, driven by a commitment to integrity, authenticity, and ethical behaviour, embodies this type of self-confidence. They are willing to admit when they are wrong, seek out information from others, and course-correct as necessary. This behaviour reflects a clear understanding of their own strengths and weaknesses, and a dedication to achieving the best outcomes.
Recognition of limits and humility is a cornerstone of true self-confidence. It involves seeing oneself realistically—knowing both what you do and do not know—and being willing to say, "I don't know" or "I was wrong." This openness is a core part of values-based leadership, demonstrating humility and a focus on right action over being right.
Seeking diverse perspectives is another key aspect of values-based leadership. Values-based leaders actively seek input, especially from those closest to the problem or who hold differing views, to enhance decision-making. This shows confidence in the value of collective intelligence and a collaborative approach to leadership.
Admitting mistakes openly models accountability and fosters a culture where learning and improvement are prioritized, reinforcing team trust and credibility. It aligns with core values like humility, curiosity, and integrity, strengthening the leader's presence and inspiring others.
Moreover, admitting errors and inviting feedback without defensiveness enhances self-awareness, recognizing emotional triggers, and acting with greater authenticity and effectiveness. It shows that the leader is secure enough to acknowledge when they do not have all the answers and is open to learning and course-correcting as necessary.
In a crisis, a values-based leader responds quickly, decisively, and with accountability. They may need to make difficult decisions, such as reducing bonuses in the face of corporate earnings, but they do so with a focus on doing what is right for the greater good.
Art Collins, former chair and CEO of Medtronic, Inc., emphasizes the importance of recognizing mistakes, apologizing, and making things right in leadership. He underscores that making amends for mistakes shows strength, not weakness.
True self-confidence is not complacent but actively seeks out new information and perspectives. It's the ability to see oneself as one is, acknowledging both strengths and weaknesses. Admitting what one doesn't know and seeking answers from others makes a leader more relatable, fostering a culture of openness and collaboration.
In essence, admitting mistakes and seeking input embody the essence of true self-confidence in values-based leadership—a confidence that is not fragile or ego-driven but rather rooted in purpose, integrity, and a commitment to continuous learning and doing what is right.
In the context of values-based leadership, a confident leader readily admits mistakes, demonstrating accountability and facilitating a culture that prioritizes learning and improvement. This openness, rooted in humility, aligns with core values such as integrity, authenticity, and a commitment to doing the right thing.
Moreover, a values-based leader actively seeks diverse perspectives, understanding that collective intelligence and a collaborative approach are essential for effective decision-making in business careers. This behavior underscores the leader's commitment to honesty, openness, and a focus on right action over being right.
