A slice of the most successful leaders are not the best people. The same thing goes for talent. Being a top performer in music, sports, or entertainment doesn’t mean you’re a quality human being. Far too often, it seems just the opposite is true.
I love your take in that last paragraph. An appeal to conscience is almost all we have in a world that celebrates jerk bosses. Bob Sutton famously covered the vast downside (and limited upside) of workplace jerks in his great book The No A**hole Rule.
Sutton raises it as a possibility under certain circumstances. I used to be a university dean and inherited some faculty jerks who served just that purpose for me. They were a cautionary tale for young faculty.
In a university setting, I had no choice but to keep them around. They misbehaved, and instead of giving them the attention they craved, I ignored them so long as no one was being hurt. They were neutralized. When young faculty asked why I didn’t rebuke them publicly, I would respond with a question: “Since you don’t like their behavior, do you ever want to be like them?” The answer was always “no.” Lesson learned. Now, if I had a choice about whether to keep them and the leverage that choice would provide, well then …
Somewhat unique circumstance to be in an organization that can't eliminate the jerks... just neutralize them. Where else might that exist besides a university setting?
I agree. The movie Whiplash drives home the point you're making in a not so subtle way. We think forcing outcomes to "make it happen" is the winning formula. We have numerous big characters in life right now showing us that this way of being isn't a working anymore - like it used to.
Today's post reminds me of the difference between an Emergent Leader and an Effective Leader. The Emergent leader quickly rises up the ranks by focusing on themselves - ambitious, charismatic, good at weaving through inter-organizational politics - compared with the Effective Manager who is focused on building and maintaining a high performing team - setting expectations and driving performance, and blocking and tackling so the Team succeeds.
I love your take in that last paragraph. An appeal to conscience is almost all we have in a world that celebrates jerk bosses. Bob Sutton famously covered the vast downside (and limited upside) of workplace jerks in his great book The No A**hole Rule.
Didn't that book outline an exception to the title by advocating for the "one a**hole rule"?
That the negative example being present in an organization actually encourages better behavior by everyone else. Or maybe that was a different author?
Sutton raises it as a possibility under certain circumstances. I used to be a university dean and inherited some faculty jerks who served just that purpose for me. They were a cautionary tale for young faculty.
So weren't viewed as bad cops in the 'good cop, bad cop' gambit.
They were a different animal entirely?
Did you ever have anyone question the value based decision of keeping them around?
In a university setting, I had no choice but to keep them around. They misbehaved, and instead of giving them the attention they craved, I ignored them so long as no one was being hurt. They were neutralized. When young faculty asked why I didn’t rebuke them publicly, I would respond with a question: “Since you don’t like their behavior, do you ever want to be like them?” The answer was always “no.” Lesson learned. Now, if I had a choice about whether to keep them and the leverage that choice would provide, well then …
Somewhat unique circumstance to be in an organization that can't eliminate the jerks... just neutralize them. Where else might that exist besides a university setting?
Sometimes workers are “untouchable” for political or other reasons. Anytime you don’t have full control, you could face this situation.
Same book!
Last paragraph under Case Studies -- https://en.wikipedia.org/wiki/The_No_Asshole_Rule
Take a listen.
We spent 15 minutes talking through this one...
https://twitter.com/AdmiredLeaders/status/1681281454477639680
I agree. The movie Whiplash drives home the point you're making in a not so subtle way. We think forcing outcomes to "make it happen" is the winning formula. We have numerous big characters in life right now showing us that this way of being isn't a working anymore - like it used to.
Today's post reminds me of the difference between an Emergent Leader and an Effective Leader. The Emergent leader quickly rises up the ranks by focusing on themselves - ambitious, charismatic, good at weaving through inter-organizational politics - compared with the Effective Manager who is focused on building and maintaining a high performing team - setting expectations and driving performance, and blocking and tackling so the Team succeeds.