DOES PRIDE HELP SOLVE PROBLEMS OR IS IT PURELY PROBLEMATIC?

Pride becomes a driver as insecure leaders seek to bring to fruition their internal perceptions by de-valuing the thoughts and ideas of others.  Selfless actions can become the impetus for monumental change if performed unconditionally without anticipation or expectation of personal recognition or reward.  Those who act selflessly in their pursuit of success will almost always become great leaders that receive (without asking) support from those they lead.  Those that pursue success through their self-serving (and depreciating) acts may become adequate managers but rarely will they lead.

One can be morally and ethically strong when they act with selfless sincerity.  When driven by the whims of pride it is much easier to display moral and ethical weakness to those around you as your drivers are to attain status, recognition or wealth rather than respect, trust and value.  We tend to become more like those with whom we choose to associate than those we might wish to be as we reflect the actions, values and perspectives of those around us (even though we may keep the attitudes we might wish to portray hidden deeply within the shadows).  

Pride can destroy relationships.  When one loves (or finds great comfort in) him- or herself there is often very little room left for anyone else.  The feeling of self-advancement caused by caring for “number one” can cloud what might be an obvious choice – blurring an otherwise clear decision or directive that would benefit the whole as much as the individual.  When one puts the needs of others first when making decisions, even a good idea (which may not be the “best” solution) can be provide exceptional results due to the support and invested interest it receives from stakeholders.  When pride elevates the desires of “one” above the needs of others, failure becomes not a matter of “if” but rather of “when.”

Strong, unselfish leaders learn how to resolve what they can, recognize what is beyond their personal capabilities, and seek help (with humility) when initiating change that could be beyond their personal control.  When a leader focuses more on results than worrying about who receives the credit, great things can happen. When an individual focuses on “...what is in it for ME?” rather than on “...what is in it for US?” the focus becomes prideful, selfish (AND ineffective).

Prideful leaders: 

• Devalue the work and efforts of others
• Claim individual ownership of the team’s results
• Consistently puts his or her own welfare ahead of their team’s
• Have difficulty hearing others when they make suggestions or try to initiate change as they are typically speaking rather than listening
• Think they “know everything,” failing to see the need to “learn anything new” or acknowledge the wisdom, experience or ideas of others
• Will begin to spiral towards obsolescence once they feel they have “arrived,” unless they continue to seek life’s lessons from the people, places and things around them needed to grow
• Use deferral is an ally – if unable to shift fault to others they often remain silent (as if nothing had happened) or excuse a mistake as being a decision based on bad information
• Find it hard to say, “Thank you” or “I am sorry” (as they are not truly grateful to acknowledge another’ contributions and reticent to admit to their own mistakes) 
• Do not feel compelled to move onward, upward, or forward.  They are often so content with “what is” they could care less about “what could be.” 
• Often feel and act as though “above” the rules (which obviously control, apply to or were developed to control someone else). 

 Unselfish leaders: 

• Act with consistency and reasonableness – treating everyone equitably based upon their contributions to the whole (as opposed to equally where everyone is the considered to be the same) 
• Speak with sincerity when giving directions, suggestions or comments – taking the time to explain not only the “what” but also the “why” of each request 
• Explain both the rewards of accomplishment and the results of failure – then help those working for them discover the road to success
• Allow themselves to be lifted “up the ladder” upon the outstretched hands of those around them rather than “climbing over them as if they were the rungs of a ladder on the way to the top”
• Watch and listen attentively to others, acting appropriately upon what is seen and heard...willing to accept responsibility for decisions, change their mind when conditions change and give others the same ability to learn from their mistakes
• Give credit when it is due and provide guidance when change is required. 
• Accept blame for the mistakes for which they are ultimately responsible
• Help others learn from (rather than being destroyed for) their mistakes
• Recognize that the growth of a group or organization...of a relationship...is an end-goal rather than simply a step on the way towards self-fulfillment.

If you claim individual credit or responsibility for the things that “go right” while shifting the blame for shortcomings or deflecting criticism towards others as an excuse for mistakes you may find yourself alone at the top – standing precariously upon the unwilling backs of those you stepped over while rising.  If you speak softly as you act loudly – praise generously while accepting accolades reluctantly – you will find yourself pulling others with you as you achieve all that you can by becoming all that you hope to be.