In the office of the late Alex Haley, author of “Roots,” hung a picture of a turtle sitting on a fence post. It reminded Haley of something his friend John Gaines had said: “If you see a turtle on top of a fence post, you know he had some help.”

Haley said: “Anytime I start thinking, ‘Wow, isn’t this marvelous what I’ve done!’, I look at that picture and remember how this turtle -- me -- got up on that post.”

Humility is becoming a lost art. It doesn't involve downplaying your achievements. It doesn't mean that you won't be recognized for your contributions. It does mean that you realize that others have been involved in your success, and you are prepared to be involved in theirs.

You start by giving credit where credit is due. The co-workers who participated in the early stages of a project surely deserve some recognition, and the folks who mopped the floors and kept the lights on are team players too.

Have you ever noticed the long list of credits at the end of a movie? They identify everyone from the stars to the caterers to the pyrotechnical wizards. The project couldn't be completed without them.

As long as we’re talking about movies, let me tell you about the well-known celebrity who was vacationing in a small town in Maine. One rainy day, he decided to go to a movie. When he entered the theater, there was a huge round of applause. The celebrity turned to the person next to him and said, “For gosh sakes, I never thought anyone here in Maine would recognize me.”

The man smiled in a friendly way and said, “They don't. The only reason they're cheering is that the owner said he wasn't going to show us a movie unless 10 people showed up, and you're the 10th.”

Humility in business is incredibly important, serving as a foundation for effective leadership and fostering a positive organizational culture. That’s why June is called humility month. Let's break down why humility matters:

Builds trust and respect -- Humble leaders are genuine and approachable, which builds trust among employees, clients and stakeholders. By acknowledging their own limitations and valuing others’ contributions, humble leaders earn respect and loyalty.

Encourages collaboration and innovation -- Humility allows leaders to be open to new ideas and feedback, fostering a culture of collaboration and innovation. When leaders recognize and appreciate the skills and input of their team members, it empowers employees to contribute more effectively.

Facilitates learning and growth -- Humble individuals are willing to learn from their mistakes and seek personal and professional growth. Humility enables leaders to mentor others, sharing knowledge and fostering a learning environment.

Enhances decision-making -- Humble leaders are more likely to consider diverse viewpoints, leading to well-rounded and informed decision-making. By putting the organization's needs above personal ego, humble leaders make decisions that benefit the greater good.

Strengthens organizational culture -- Humility contributes to a supportive and inclusive workplace culture, where employees feel valued and motivated. Organizations led by humble leaders are often more resilient, as they can adapt to change and navigate challenges with grace.

I learned my lesson in humility from none other than my wife when I invited her to join me at a speaking engagement. I did all my usual homework and preparation, gave the speech, and was thrilled to receive a standing ovation from the audience.

Feeling rather smug in the car on the way home, I turned to her and asked, “Sweetheart, how many great speakers do you think there are in the world today?”

She smiled and said, “One fewer than you think, dear.”

Mackay’s Moral: Humility is like underwear. We should all have it but not let it show.

He can be reached through his website, www.harveymackay.com, by emailing harvey@mackay.com or by writing him at MackayMitchell Envelope Co., 2100 Elm St. SE, Minneapolis, MN 55414.)

I am a golf fanatic, and I was getting my fix watching the final round of the PGA Championship won by Scottie Scheffler. Scheffler struggled on the front nine. His three-shot lead after 54 holes was gone, and Scheffler found himself in a tie with Jon Rahm as he stood on the 10th tee.

Later in an interview on the Golf Channel, Scheffler talked about how he had to make a mid-course correction, reset his mind and calm himself down. He went on to win the championship with ease.

How many times have all of us had to do our own mid-course corrections in life, whether at home or at work?

I've had to make mid-course corrections many times in my career. In one of my ventures, we were preparing to launch a new product. We invested significant time and resources into development and marketing, confident that our product would meet the market's needs. However, during the final stages of preparation, we received feedback from a focus group that highlighted a critical flaw in our product's usability.

We analyzed the feedback data to identify specific areas of concern and potential solutions and made necessary adjustments to the product design, to meet the recommendations. We delayed the launch so we could refine the product and conduct additional testing to ensure its readiness.

We implemented the changes and launched the product. The positive reception and strong sales validated our decision to make the mid-course correction.

Listening to your customers and being willing to adapt can turn potential setbacks into successful outcomes.

My good friend John C. Maxwell, the leadership guru, said, “A man must be big enough to admit his mistakes, smart enough to profit from them and strong enough to correct them.”

Making a mid-course correction involves reassessing your current path and making necessary adjustments to align with your goals.

Here's how you can approach it:

Evaluate your current situation. Take stock of where you are now. What’s working well, and what isn’t? Identify areas that need improvement.

Revisit your goals. Ensure your goals are still relevant and meaningful. Sometimes, goals need to be adjusted based on new insights or changing circumstances.

Gather feedback. Seek input from trusted colleagues, mentors or friends. They can provide valuable perspectives that you might not see yourself.

Identify obstacles. Pinpoint any roadblocks that have hindered your progress. Understanding these challenges is crucial for developing effective strategies to overcome them.

Develop a new plan. Based on your evaluation, create a revised plan of action. Set clear, actionable steps that will help you get back on track.

Implement changes. Start making the necessary changes. This might involve learning new skills, adopting new habits or changing your approach.

Monitor progress. Regularly check your progress against your revised plan. Be flexible and willing to make further adjustments as needed.

Stay committed. Change can be challenging, but persistence is key. Stay committed to your new course and remain open to learning and adapting.

Among the companies that understood the importance of making mid-course corrections are these giants. Amazon started as an online retailer of physical books. Now that sector represents about 10% of its profits. Chipotle was long known for its counter-service approach. In 2020 the company added drive-thru pickup lanes called “Chipotlanes,” and the business has thrived. Netflix started as a business to rent or buy DVD movies. Now the focus is on streaming content.

Not all businesses need to make such drastic adjustments, but these examples demonstrate how being attentive to customers’ needs and market changes help companies thrive.

This urban legend is a good example of when to reset your course. The captain of a big ship sees the bright light of what he presumes is another vessel that appears to be on a collision course with the ship. He makes radio contact, ordering the obstacle to divert its course to avoid a collision.

“We’re not moving,” comes the reply, ordering the ship to divert its course to avoid a collision. After a few rounds of back-and-forth and the ship’s captain making a few threats, the radio response crackles, “We’re a lighthouse. It’s your call.”

Mackay's Moral: When you find yourself off course, don't be afraid to adjust your sails. A mid-course correction can lead you to even greater success.

He can be reached through his website, www.harveymackay.com, by emailing harvey@mackay.com or by writing him at MackayMitchell Envelope Co., 2100 Elm St. SE, Minneapolis, MN 55414.)

In a small town, two neighboring businesses -- a bakery and a butcher shop –- were constantly at odds over parking spaces. The bakery owner was known for his fiery temper, while the butcher was more laid-back but equally stubborn. Their disagreements often escalated into loud arguments that amused the townspeople.

One day, a new shopkeeper moved into the area and observed the ongoing feud. Wanting to make a good impression, he decided to invite both the bakery owner and the butcher to a friendly dinner at his place. During the meal, he diplomatically steered the conversation toward the benefits of cooperation and the potential for increased business if they worked together.

By the end of the evening, the bakery owner and the butcher were laughing and sharing stories. They realized that their rivalry was more of a spectacle than a serious issue. With the new shopkeeper's diplomatic intervention, they agreed to share the parking spaces and even started recommending each other's businesses to customers.

A little diplomacy can turn adversaries into allies and transform conflict into collaboration.

“Diplomacy is nothing but a lot of hot air,” said an aide to Georges Clemenceau, a famous French statesman from yesteryear as they rode together to an international meeting.

“Perhaps,” said Clemenceau, “but air is what is in our automobile tires and notice how it eases the bumps.”

The late Madeleine Albright, a former secretary of state, summed it up like this: “When we're trying to solve difficult national issues it’s sometimes necessary to talk to adversaries as well as friends. Historians have a word for this: ‘diplomacy.’”

Another former secretary of state, the late Colin Powell, said, “You have to develop relationships with other people so when the tough times come, you can work together.”

Diplomacy is the art of navigating relationships with tact and respect, paving the way for success and growth.

Diplomacy in business is incredibly important. It serves as the foundation for building and maintaining positive relationships, both internally within an organization and externally with clients, partners and stakeholders. Here's why diplomacy is crucial:

Fostering collaboration -- Diplomacy helps create an environment where people feel respected and valued, which is essential for effective teamwork. When colleagues communicate diplomatically, they are more likely to collaborate successfully, share ideas and work toward common goals.

Conflict resolution -- In any business setting, conflicts are inevitable. Diplomatic skills enable individuals to address disagreements constructively, find common ground and reach mutually beneficial solutions without damaging relationships.

Enhancing reputation -- A diplomatic approach can enhance a company's reputation. When a business is known for treating its clients and partners with respect and fairness, it builds trust and credibility, which are vital for long-term success.

Navigating cultural differences -- In a globalized business world, understanding and respecting cultural differences is crucial. Diplomacy helps navigate these differences, ensuring that interactions are respectful and productive, regardless of cultural backgrounds.

Building strong networks -- Diplomatic individuals are often more successful in building and maintaining strong professional networks. They are adept at nurturing relationships, which can lead to new opportunities and partnerships.

Here’s another story to illustrate my point. In a bustling corporate office, two departments were notorious for their rivalry: the marketing team and the sales team. Each believed they were the backbone of the company's success, and their disagreements often led to humorous exchanges at company meetings.

One day, the CEO decided to address the situation with a bit of humor and diplomacy. During a company-wide meeting, he announced a new initiative: a friendly competition where both teams would work together to create the most creative advertisement for the company's new product.

The catch? The winning team would be treated to a lavish dinner, but the losing team would have to serve them. This twist added a humorous element to the challenge and encouraged collaboration.

As the teams worked together, they discovered each other's strengths and began to appreciate the value each brought to the table. The competition ended with both teams producing outstanding advertisements, and the CEO declared it a tie. In the end, everyone enjoyed a celebratory dinner together, with no one having to serve the other.

A touch of humor and a diplomatic approach can turn competition into cooperation, fostering a sense of unity and shared success.

Mackay's Moral: Diplomacy is thinking twice before saying nothing.

He can be reached through his website, www.harveymackay.com, by emailing harvey@mackay.com or by writing him at MackayMitchell Envelope Co., 2100 Elm St. SE, Minneapolis, MN 55414.)