
Radical Humility challenges traditional leadership: be tough on results, tender on people. Endorsed by Dr. Marshall Goldsmith as "game-changing," Koenig's framework - battle-tested at Amazon and Microsoft - transforms fear into fearlessness. Can humility actually be your greatest strength?
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What happens when a peacekeeping officer watches schoolchildren reenact war crimes to applause? For Urs Koenig, standing in post-war Kosovo with all his military training and regional expertise, that moment shattered his assumptions. He'd arrived confident in his understanding of the conflict, armed with strategies and solutions. But watching those children celebrate violence revealed a humbling truth: he'd been asking the wrong questions entirely. Instead of "How do I fix this?" he needed to ask "What am I missing?" That shift-from certainty to curiosity-became the foundation of what he calls Radical Humility, a leadership approach quietly reshaping organizations from Microsoft to Amazon. We live in an age that glorifies the confident CEO, the visionary who "moves fast and breaks things." Yet this heroic leadership model, inherited from assembly lines and org charts, is failing spectacularly. General Stanley McChrystal discovered this in Iraq when a suicide attack killed thirty-five children near his command center. Despite superior troops, training, and equipment, allied forces were losing ground to Al Qaeda's decentralized network. McChrystal had to admit a painful reality: their traditional hierarchy made them too slow, too rigid. Instead of doubling down on command-and-control, he transformed himself from chess master to gardener-creating conditions for others to flourish. His humble leadership shift improved effectiveness seventeenfold.
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