Leadership BS

“Successful leadership doesn’t always mean playing by the rules; sometimes, it means breaking them.”

1. Leadership Myths Can Be Misleading

Leadership advice often comes wrapped in stories of legendary figures. These tales might be inspiring, but they usually paint an incomplete and often misleading picture. They gloss over flaws, failures, and negative aspects that shaped these leaders’ journeys.

Many remember Jack Welch, the former CEO of General Electric, as a visionary who inspired employees. However, behind the polished narrative lies his “rank and yank” strategy, which involved firing the bottom-performing 10% of managers each year. While effective for results, this created stress and hostility, earning employees the nickname “GE jerks.”

Similar myths obscure the truth about other celebrated leaders. For instance, books about Martin Luther King, Jr. initially avoided his flaws, like his struggles with fidelity. Biographer Michael Dyson later argued that showing King’s humanity makes him more relatable and inspiring for change.

The downside of these polished biographies is that they discourage everyday people from aspiring to leadership by creating unrealistic ideals. Flaws, it seems, are as crucial as strengths in creating a real, relatable profile of a leader.

Examples

• Jack Welch’s aggressive policies alienated many employees.
• Early King portrayals left out personal struggles, which later added depth to his legacy.
• Unrealistic leadership myths can deter aspiring leaders.

2. Confidence and Narcissism Often Lead to Success

Self-promotion and narcissistic traits, while often criticized, play a role in rising through the ranks. Confidence draws others in, making them trust your judgment and follow your lead.

Take Donald Trump as an example. Regardless of public opinion on his politics or personality, his pervasive self-branding helped him build a $4 billion empire. Confidence also attracts respect, even when it borders on overconfidence. A 2012 Berkeley study found that confident individuals often gained status and influence, whether or not their confidence was justified.

During the 2007 financial crisis, narcissistic CEOs were more likely to take bold risks that helped their companies recover. Their fearlessness and belief in their uniqueness drove decisive actions that sometimes succeeded where cautious approaches faltered.

Narcissistic traits aren’t always about arrogance; they often fuel ambition. Leaders need belief in their own abilities when faced with uncertainty and challenges that demand bold actions.

Examples

• Trump’s self-branding boosted his business reputation.
• Berkeley study: Overconfidence led to higher social status.
• Narcissistic CEOs acted decisively during the 2007 financial crisis.

3. Authenticity Is Overrated; Poise Is Key

Leadership books often insist that authenticity is essential. Yet many successful leaders play roles, adopting traits and attitudes that may not come naturally but serve their goals.

Helen Rubin, a biographer of celebrated leaders, discovered they often rehearse qualities until they seem authentic. Andy Grove, Intel’s former CEO, ran workshops where shy managers learned aggressive behaviors. Grove’s "wolf school" taught them to adopt traits they needed to succeed, even yelling in discussions to show confidence.

This acting serves a purpose. A 1979 study on emotional labor revealed that when employees portray optimism and positivity regardless of feeling it, workplaces thrive. Similarly, when leaders project strength and certainty, they inspire trust—even if they’re faking it.

The principle of "fake it until you make it" has more real-world applications than most leadership books admit. Leaders often need to adjust their behavior for the sake of their goals and the people they manage.

Examples

• Helen Rubin’s insights into rehearsed leadership traits.
• Andy Grove’s “wolf school” to build managers' confidence.
• 1979 study on benefits of displaying positive emotions at work.

4. Leaders Lie to Meet Goals

Despite the moral teachings against lying, leaders often employ dishonesty as a tool for achieving results or fostering harmony. Lies, when used strategically, can smooth conflicts and keep teams motivated.

Steve Jobs, with his "reality distortion field," used exaggerated claims to energize his team and keep expectations sky-high. Internally, Apple employees acknowledged his dishonesty, but they also recognized how it pushed the company to succeed.

On a broader scale, businesses often lie to employees about promotion prospects. A 2014 study found that 73% of talent management companies misled staff about their chances of rising within the company. Employees who believed in future opportunities were more productive and loyal, despite the deception.

While lying carries risks, leaders often weigh the benefits against the potential fallout. For them, deceit becomes another tool to navigate tough situations.

Examples

• Steve Jobs and his "reality distortion field."
• Talent management companies giving false promotion hopes.
• “Truth is such a precious commodity, it should be used sparingly” – Mark Twain.

5. Trust Is Not Necessary for Success

Leadership literature often champions the importance of trust. However, the reality is that companies can thrive even when leaders are deemed untrustworthy.

Survey data from 2011 shows that just 14% of American workers saw their leaders as honest. Yet, many businesses in similar situations maintained their financial strength because trust isn’t always essential—results matter more.

Moreover, organizations often break contracts or promises without damaging their performance. A management study on contract-breaching found that companies face fewer moral consequences for breaking deals than individuals do. It’s simply “a part of doing business.”

In the end, successful leaders focus on adapting to changes, even if it means breaking commitments. While trust might foster goodwill, it isn’t always a prerequisite for achieving goals.

Examples

• The 2011 survey on workers doubting leader honesty.
• Common acceptance of corporate contract breaches.
• Jason Calacanis sold Weblogs to AOL, prioritizing success over loyalty.

6. Self-Preservation Trumps Employee Care

Many books suggest leaders should prioritize employee well-being, but evidence shows leaders usually prioritize their power and position first.

A 1975 study on school administration highlighted how administrators used their power to protect their jobs during economic downturns. They didn’t cut their roles; they instead reduced lower-tier staff.

Similarly, General Motors shifted blame for poor performance onto employee-related costs, such as union benefits, rather than addressing product shortcomings. Leaders often shield themselves by scapegoating others.

Expecting selflessness from leaders might be futile. Power dynamics push most to protect themselves and their roles above all else.

Examples

• 1975 study showing administrative job protection tactics.
• GM blaming union costs for failures rather than internal issues.
• Leaders prioritizing preservation over employee wellness.

7. Employee-Employer Loyalty Is a Myth

Loyalty between workers and companies is more of an illusion than a reality. Employers often prioritize profits over promises, leaving employees disillusioned.

A study of recent graduates showed that 55% felt their employers broke promises within two years. Many companies sideline reciprocal expectations when faced with tough decisions, such as layoffs or budget cuts.

Workplace reciprocity differs from personal relationships. Employees are paid for their work and aren’t seen as doing favors by being diligent or loyal. This detachment often causes mistrust between workers and leadership.

Examples

• 55% of management graduates felt promises were broken.
• Companies laying off workers while protecting profits.
• Reciprocity is weaker in workplaces than in personal bonds.

8. Leadership Often Involves Shrewd Manipulation

Leaders, like athletes employing strategic playacting, often maneuver situations in their favor, balancing morality and effectiveness.

IDEO’s emphasis on observing behavior for problem-solving illustrates the importance of actions over words. Similarly, leadership training focuses on interpersonal skills outside traditional office settings, underlining strategic interaction.

Steve Jobs’s aggressive leadership, sometimes called “Steving,” showcased tough love for success, creating an innovative yet demanding environment.

Examples

• IDEO’s focus on observing behavior for solutions.
• Leadership training exploring behavior outside work.
• “Steved” employees who carried Apple forward despite pressure.

9. Great Leadership Demands Flexibility

Flexibility and adaptability are hallmarks of great leaders. Changing circumstances often require altering alliances, positions, or decisions.

General Motors’ willingness to shift strategies amid tough times reflects this principle. Likewise, business deals often shift as mutual benefits change, illustrating the pragmatic need for adaptability.

Success rarely goes hand-in-hand with rigidity. Leaders who act decisively and adapt to new realities often achieve more than those who cling to outdated commitments.

Examples

• GM’s shifting strategies in market competition.
• Business contracts evolving over time.
• Pragmatism leading to long-term business survival.

Takeaways

1. Distinguish between myths and reality by focusing on a leader’s actions, not just their public personas.
2. Build your confidence and learn to present yourself strongly, even if it takes acting skills.
3. Avoid relying on loyalty from employers; focus on advocating for your best interests and staying adaptable.