The traditional definition of vulnerability is to be capable of, or susceptible to being wounded or hurt; being open to moral attack, criticism, temptation, etc. Most people in business understand these definitions and avoid vulnerability at all costs. Nowhere does this have more impact than in leadership circles. However, recent research in leadership has exposed…
In previous posts I’ve been writing about the paradox of leadership give and take. The majority of employees see their bosses fitting the mold of the “takers”, putting their needs first and working their way up the corporate ladder effectively. Conversely, “givers”, who put their needs last, are seen as weak, interdependent, insecure, and not…
“Success doesn’t measure a human being, effort does.” ~ Adam M. Grant, Give and Take: Why Helping Others Drives Our Success (Penguin 2013) I’ve been reading about the paradox of leadership give and take. “Givers” generally don’t strike people as those who will attain what corporate life considers success. They put the needs of others…
I’ve been reading, and writing, about the paradox of leadership give and take. The premise regarding those who try to claim as much value as they can is that they get what they want. Their intentions are to achieve goals and maximize their opportunity. These “takers” make things happen for themselves and those around them…
I’ve been exploring what it’s like to work for a leader with a big ego. Author Ryan Holiday, in his book, Ego Is the Enemy (Penguin, 2016) makes the case for several guiding principles leaders can use in overcoming their self-importance attitudes. Every leader who’s caught in the egotist condition will need help trusting and…
Egotism in leadership can be countered. But it takes a deliberate effort on the part of leaders to refocus and see things from a wider view. Trained coaches are an excellent resource to guide leaders to a helpful perspective. In some cases, a leader can only make progress on becoming less egotistical through working with…
Leaders with big egos not only affect the people they work with, but the whole organization suffers. The larger the ego, the smaller the ability to be open to other viewpoints. This disinterest in varying perspectives impedes constructive conversation. A large ego makes it difficult for a leader to accept or learn from feedback, and…
For any leader, the risks of big ego are magnified. An inflated perception of oneself distorts reality, both inwardly and outwardly. Author Ryan Holiday, in his book, Ego Is the Enemy (Penguin, 2016), explores what drives this behavior: Egotists regard themselves as superior, set apart from everyone else. They are entitled and important simply because…
“Ego is the invisible line item on every company’s profit and loss statement.” —David Marcum and Steven Smith in egonomics: What Makes Ego Our Greatest Asset (or Most Expensive Liability), Fireside, 2007 If you’ve ever worked for someone with a big ego, then you know how frustrating it can be. Nothing can be more debilitating…