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Why Humble?

Words have different meanings to different people. We choose to interpret things we read or hear based on our own background, culture and beliefs. Sometimes we even rush to judgement before being curious about the words people use. So why did we choose to set up a company with the word Humble front and centre when this could be interpreted in many ways — including some with negative connotations?

Because humility is our core value. Something that sits in our hearts and is ever present in our work. We feel humble to have the opportunity to work with like minded individuals and passionate business leaders. We also want to hold ourselves to account to maintain a humble stance at all times.

Being humble doesn’t mean we are self-deprecating or submissive. That we aren’t experienced practitioners with tangible experience and wide ranging skills. That we don’t deserve to work and collaborate with you.

It means that we acknowledge the sometimes overwhelming and humbling beauty of complex organisational systems and as such our focus is always on our clients and how we can support you to operate within this environment.

We exist to serve your goals and the people in your organisation. With humility and care. Always.

So whilst in its purest sense the word “Humble” is defined as:

having a modest estimate of one’s importance

In the context of Humble Associates we define this as:

holding our clients needs and people as our most important focus

We believe that the people who make up the human systems we work with are the true masters of their own destiny. We invite growth by providing value through tailored, playful and creative coaching and customised education solutions.

This approach is backed by research which evidences that:

  1. Humility helped to repair relationships and built stronger bonds between groups of people (Davis et al. 2012).

  2. Those who are more humble were more likely to offer help, and offered more of their time, to those in need (LaBouff et al. 2011).

  3. Being honest and humble is a good predictor of people’s job performance (Megan et al. 2011).

  4. Leaders of all ranks view admitting mistakes, spotlighting follower strengths and modelling teachability as being at the core of humble leadership. And view these three behaviours as powerful predictors of their own as well as the organization’s growth (Owens et al., 2011).

If you would like more information about our tailored, playful and creative coaching solutions to help grow the people, leaders and teams at your organisation contact us today —

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