It means recognizing the limits of our knowledge, being open to alternative perspectives, and being willing to revise our beliefs and opinions in the face of new evidence or insights.

It acknowledges that we may not have all the answers and that there is always more to learn. Intellectual Humility is crucial for Leaders exposed to highly changing markets. It encourages us to approach discussions and debates with curiosity and respect for others' viewpoints, even if they differ from ours.

It involves actively listening to others, considering their ideas with an open mind, and being willing to engage in constructive dialogue rather than seeking to prove ourselves right or dominate the conversation. This trait also involves being aware of our own biases, assumptions, and limitations. It requires us to reflect on our thought processes and be willing to challenge our own beliefs and preconceptions. Intellectual Humility helps us avoid intellectual arrogance and the tendency to dismiss or belittle ideas that do not align with our own.

We create an environment that fosters collaboration, learning, and growth by cultivating Intellectual Humility. It allows us to engage in meaningful conversations, build stronger relationships, and make better-informed decisions. Intellectual Humility is a crucial component of effective Leadership, as it encourages a culture of continuous learning and improvement. This is part of our Certified Enterprise Agility Leadership Program.

For more detailed information about Intellectual Humility, check Enterprise Agility Fundamentals, Chapter 6, page 278.

Enterprise Agility offers two powerful models for cultivating intellectual humility (IH) in leaders and others—the Lighthouse model and the Fish Model. Each takes a different approach:

• Lighthouse model: The Lighthouse Model focuses on incremental behavior change based on behavioral science. This makes it well-suited for busy leaders who need to rapidly improve their intellectual humility but may resist an extensive mindset shift. This model identifies small, tangible actions leaders can take, such as acknowledging knowledge gaps, seeking diverse inputs, and reflecting before responding. These behaviors are then reinforced using the BOIS model, which links actions to objectives and sustainable habits (you learned about the BOIS model last week; the recording is available).

• Fish model: In contrast, the Fish Model aims to fundamentally transform mindsets using neuroscience principles over the long term. It focuses on reshaping how leaders perceive themselves, obtain knowledge, interact with others, and pursue self-improvement. The Fish model is included in the book (Enterprise Agility Fundamentals).

Both models use techniques based on neuroplasticity, cognitive reframing, and emotional intelligence to rewire thinking patterns underlying behaviors. This creates lasting change but requires time and commitment.

Learn in the following articles how Intellectual Humility connects to accelerated change and Enterprise Agility models and Frameworks.