Power

1. Inspiration is a Poor Foundation for Change

Myths and inspiring stories can be comforting, but they are worse than useless for creating change.

Feel-good stories fail. The leadership industry often relies on inspirational tales of heroic leaders, but these stories, often inaccurate and incomplete, do little to create real change. They provide temporary emotional uplift but fail to address the systemic issues that perpetuate workplace problems.

• Inspiration is fleeting, while real change requires sustained effort and concrete action.
• Stories often lack validity, and their listeners don't bother to fact-check.
• The focus on inspiration over insight leads to cynicism when reality doesn't match the stories.

Focus on facts and evidence. Instead of relying on feel-good narratives, we need to focus on facts, evidence, and data to understand the root causes of leadership failures. This requires a more scientific approach, one that prioritizes measurement and accountability over emotional appeals.

• Real change requires changing the systems, not just the people.
• Inspiration does not change the informational environment that people confront.
• Effective change requires specific, measurable goals, feedback, and positive reinforcement.

Inspiration can be harmful. The pursuit of inspiration can lead to unrealistic expectations and a reluctance to accept failure as a learning opportunity. It can also create a sense of moral licensing, where people feel entitled to behave badly after having done something good.

• Mythologizing leaders makes it harder for ordinary people to see themselves as capable of great things.
• Learning from failure is often more valuable than learning from success.
• Sanctimonious talk about leadership can substitute for real action.

2. Modesty is Rare, Self-Promotion is Rewarded

The qualities we actually select for and reward in most workplaces are precisely the ones that are unlikely to produce leaders who are good for employees or, for that matter, for long-term organizational performance.

Immodesty is common. Despite the emphasis on modesty in leadership literature, many successful leaders exhibit narcissistic traits, including a grandiose sense of self-importance, a lack of empathy, and a desire for excessive admiration.

• Narcissism is positively correlated with career advancement and higher salaries.
• Self-promotion is often more effective than modesty in getting noticed and selected for leadership roles.
• Overconfidence, even when unwarranted, can lead to higher social status and influence.

Modesty is often a disadvantage. While modesty may be a desirable trait, it is often not rewarded in the real world. People who are self-effacing and reluctant to promote themselves may be overlooked for leadership positions.

• Women and minorities, who are often more modest, may face career disadvantages.
• Self-deprecation is often seen as a sign of insecurity or incompetence.
• The qualities that get people to the top are often different from the qualities that make them good leaders.

Narcissism can be functional. While narcissism has its downsides, it can also be a source of innovation and strategic thinking. Narcissists are often more willing to take risks and challenge the status quo, which can lead to positive outcomes.

• Narcissists are more likely to be chosen as leaders and to seek such positions.
• They are often more effective at selling their ideas and vision.
• They are more likely to take bold and aggressive strategic actions.

3. Authenticity is Overrated, Adaptability is Key

Leaders do not need to be true to themselves. Rather, leaders need to be true to what the situation and what those around them want and need from them.

Authenticity is often impractical. The idea of being true to oneself is often unrealistic and impractical in leadership roles. Leaders must adapt their behavior to the needs of the situation and the expectations of their followers.

• Leaders must often display emotions they may not be feeling.
• They must be able to put on a show and project confidence, even when they are not feeling it.
• The ability to manage one's emotions and self-presentation is a crucial leadership skill.

Situations shape behavior. People's attitudes and behaviors are profoundly affected by the situations in which they are embedded. The idea of an unchanging "authentic self" is inconsistent with what we know about human psychology.

• People change and grow as a result of their work experiences.
• Job roles and organizational cultures shape people's values and behaviors.
• The concept of an "authentic self" is often ambiguous and ill-defined.

Adaptability is essential. Effective leaders are able to adapt their behavior to the needs of the situation and the expectations of their followers. They are able to play different roles and present different facets of themselves as needed.

• Leaders must be able to manage their emotions and self-presentation.
• They must be able to act in ways that are inconsistent with their natural inclinations.
• They must be able to put on a show and project confidence, even when they are not feeling it.

4. Truth-Telling is Ideal, Strategic Deception is Common

The simple fact is that as a prescription for leadership, being true to your role, fulfilling your obligations regardless of your wants and desires, doing what will make you successful in the environment in which you are working, are behaviors likely to be much more useful than being true to yourself and your feelings at the moment.

Lying is pervasive. Despite the emphasis on honesty and transparency, lying is incredibly common in everyday life and rampant among leaders. This is partly because there are few consequences for lying and partly because lying can be useful for achieving certain goals.

• Leaders often misrepresent product availability, financial results, and their own accomplishments.
• People lie on their résumés, in negotiations, and in everyday social interactions.
• The ability to lie effectively is often linked to personal and professional success.

Power and deception. Powerful people are more likely to lie and to do so with greater ease. They are also less sensitive to societal norms that condemn deception.

• Narcissists are more likely to engage in deceptive behaviors.
• People in positions of power are more likely to lie and to get away with it.
• The ability to deceive others can be a source of social power.

Lying can be functional. While lying is generally considered unethical, it can sometimes be useful for achieving certain goals. For example, leaders may misrepresent their company's prospects to attract investors or motivate employees.

• Lies can smooth over difficult situations and lubricate relationships.
• Lies can create a self-fulfilling prophecy, making the untrue become true.
• Lies can help leaders get things done by forestalling opposition.

5. Trust is Desirable, Distrust is Often More Realistic

The best advice I can offer you, based on the many similar stories I have seen and read about, is this: the best predictor of future behavior is past behavior.

Trust is often misplaced. Despite the emphasis on trust in leadership literature, trust in leaders is generally low. People are often too trusting and are poor at discerning who is taking advantage of them.

• People are predisposed to trust, even when they shouldn't.
• People are more likely to trust those who are similar to them.
• People are often unable to spot untrustworthy people or situations.

Violations of trust are common. Leaders often violate trust, and they often face few consequences for doing so. This is partly because people are motivated to overlook violations of trust and partly because trust-breakers often retain their power and resources.

• People often rationalize or decouple moral judgments to maintain support for immoral actors.
• People are often complicit in their own deception.
• There are few sanctions for lying, and there are often punishments for those who call out others who engage in deception.

Distrust can be beneficial. While trust is desirable, a healthy dose of skepticism and distrust can be beneficial. It can help people avoid being taken advantage of and make more informed decisions.

• The best predictor of future behavior is past behavior.
• People should do due diligence on leaders and not just believe their stories.
• People should be aware of the potential for self-deception and motivated cognition.

6. Leaders Often "Eat First," Self-Interest is Pervasive

The simple fact is that as a prescription for leadership, being true to your role, fulfilling your obligations regardless of your wants and desires, doing what will make you successful in the environment in which you are working, are behaviors likely to be much more useful than being true to yourself and your feelings at the moment.

Self-interest is a powerful motivator. Despite the emphasis on servant leadership, leaders often prioritize their own interests over the well-being of their employees. This is partly because of the inherent tension between individual and group interests.

• Leaders often focus on their own careers and what's good for them.
• They often take credit for the accomplishments of others and fail to acknowledge their contributions.
• They often protect their own jobs and salaries at the expense of their employees.

Leaders often lack empathy. Leaders often share little in common with those they lead, which makes it difficult for them to empathize with their employees' needs and concerns.

• They often have limited contact with frontline employees.
• They often blame problems on others rather than taking responsibility themselves.
• They often prioritize their own self-esteem and sense of competence.

Self-interest is a norm. Self-interested behavior is not only common but also often expected. People are often more comfortable taking action on behalf of some issue if that issue is described as being self-relevant.

• People are more likely to help those who are similar to them.
• People are more likely to be influenced by those who are similar to them.
• People are more likely to trust those who are similar to them.

7. Take Care of Yourself, Don't Rely on Others

The simple fact is that as a prescription for leadership, being true to your role, fulfilling your obligations regardless of your wants and desires, doing what will make you successful in the environment in which you are working, are behaviors likely to be much more useful than being true to yourself and your feelings at the moment.

Companies are not families. Companies are primarily concerned with their own survival and success, not the well-being of their employees. They will often make decisions that are harmful to their employees in order to protect their own interests.

• Companies often breach implicit contracts with their employees.
• They often lay off employees without warning or consideration for their past contributions.
• They often prioritize short-term profits over long-term employee well-being.

You are responsible for your own career. You cannot rely on your employer or your leaders to take care of you. You must take responsibility for your own career and make decisions that are in your best interests.

• You should always be looking for new job opportunities, both inside and outside your current employer.
• You should always be working on your relationships with your bosses and peers.
• You should always be developing your skills and making yourself more marketable.

Self-interest is a guiding principle. You should act on the basis of your own self-interest and assume that others will do the same. This does not mean that you should be unethical or exploitative, but it does mean that you should prioritize your own well-being.

• You should not expect your employer to be loyal to you.
• You should not expect your leaders to be selfless.
• You should not expect your colleagues to put your interests ahead of their own.

8. Fix Systems, Not Just Leaders

Unless and until leaders are measured for what they really do and for actual workplace conditions, and until these leaders are held accountable for improving both their own behavior and, as a consequence, workplace outcomes, nothing will change.

Focus on systemic issues. Instead of focusing solely on individual leaders, we need to focus on the systemic issues that perpetuate leadership failures. This requires a more holistic approach that addresses the root causes of problems.

• We need to measure and hold people accountable for workplace outcomes.
• We need to acknowledge the different interests of leaders and their companies.
• We need to use more scientific methods and worry about credentials.

Redesign governance systems. We need to create work systems that are less leader-dependent and that devolve more power to a wider set of organizational constituents, particularly employees.

• We need to consider employee ownership and other forms of shared governance.
• We need to build in formalized countervailing power, such as unions and works councils.
• We need to create employment systems with more distributed power.

Change the informational environment. We need to change the informational cues that people confront in the workplace. This includes measuring and tracking leader behaviors, workplace conditions, and employee well-being.

• We need to provide frequent feedback and positive reinforcement for progress.
• We need to change the social environment by changing the individuals with whom people regularly interact.
• We need to create a culture of truth-telling and accountability.

9. Embrace Complexity, Not Simplistic Narratives

The line dividing good and evil cuts through the heart of every human being.

Avoid either-or thinking. The world is complex, and people are multidimensional. We need to move beyond simplistic narratives that portray leaders as either good or bad, honest or dishonest, effective or ineffective.

• We need to acknowledge the strengths and weaknesses of all individuals.
• We need to recognize that people are often motivated by a mix of self-interest and altruism.
• We need to understand that there are often trade-offs between different values and goals.

Embrace nuance and ambiguity. The world is not black and white, and neither are people. We need to be comfortable with nuance and ambiguity and avoid the temptation to oversimplify complex situations.

• We need to be willing to consider multiple perspectives.
• We need to be open to the possibility that there are no easy answers.
• We need to be comfortable with uncertainty and change.

Recognize the limitations of models. Models are useful for understanding the world, but they are not perfect representations of reality. We need to be aware of the limitations of our models and be willing to adapt them as needed.

• We need to be skeptical of simplistic solutions.
• We need to be aware of the potential for unintended consequences.
• We need to be willing to learn from our mistakes.

10. Observe Actions, Not Just Words

Unless and until leaders are measured for what they really do and for actual workplace conditions, and until these leaders are held accountable for improving both their own behavior and, as a consequence, workplace outcomes, nothing will change.

Focus on behavior, not rhetoric. Instead of listening to what leaders say, we need to focus on what they actually do. We need to observe their actions and their behaviors, not just their words and their values.

• We need to be skeptical of leaders who talk a good game but fail to walk the talk.
• We need to pay attention to how leaders treat their employees and their customers.
• We need to look for evidence of consistency between leaders' words and their actions.

Measure what matters. We need to measure the things that actually matter, such as employee engagement, job satisfaction, and trust in leadership. We need to hold leaders accountable for improving these measures.

• We need to move beyond "happy sheets" and other superficial measures of success.
• We need to focus on observable changes in behavior and workplace conditions.
• We need to track the long-term effects of leadership development programs.

Be a critical observer. We need to be critical observers of the world around us. We need to be willing to challenge conventional wisdom and to question the status quo.

• We need to do due diligence on leaders and not just believe their stories.
• We need to be aware of the potential for self-deception and motivated cognition.
• We need to be willing to speak truth to power, even when it is uncomfortable.

Last updated: February 3, 2025