The leadership principle that makes CEOs cry: or cringe. The fortunate ones get how powerful the principle of genuine humility can be.

• Author: Kraemer, Harry
• Position: GUEST COLUMN - Column

Some cringe, a few roll their eyes, and more than a few cry. These are the typical reactions to the values-based leadership principle that, based on more than 500 presentations I've made over the past five years, evokes the strongest emotional response--genuine humility.

At first glance, this principle appears so benign--a reminder that everyone deserves respect and, regardless of your title or level in your organization, you can't become too busy to help someone else. Then comes the emotional gotcha. Genuine humility yanks you back to where you came from.

Thirty-five years ago, I started out as a junior analyst working in a cubicle I affectionately called "the cube." (For some people, their "cube" was a call center, a lab desk, or even a car on a sales route.) Back then, I was aware of two types of people. The first were the helpful folks who showed me the ropes and made me feel welcome. The second were those guys (a gender-neutral term) who were so busy trying to be important they didn't have time for anyone else. Back then, I vowed that if I ever became a manager or even a vice president (never dreaming I'd eventually become a CEO), I'd always "remember the cube." I'd never become one of those guys who didn't have time for anyone else.

Over the years, I've come to know many values-based leaders who exemplify genuine humility. Among them is Rick Lenny, former CEO of Hershey Co. and current chairman of Chicago-based IRI, which provides consumer and retail market data and analytics. After my speech on values-based leadership to 1,500 executives at the IRI Marketing Summit this spring, I was approached by Rick. "I've never forgotten 'the cube,' Harry. Thank you for reminding me why I never should." He had tears in his eyes.

That's not always the reaction. At Fortune 500 companies and other leading organizations--from Ernst & Young to Aon and AT&T, just to name a few--I've seen some eye rolls from middle managers and executives who equate genuine humility with something "cute" or "nice to do." Their facial expressions broadcast skepticism that in today's complex and highly competitive world nobody has time for all this "lend a helping hand" stuff.

But they're wrong. Genuine humility is a powerful principle that elevates your leadership and builds teams. For CEOs and board members who are addressing leadership development and succession planning, genuine humility is a valuable criterion for evaluating candidates for their overall leadership...