{"id":4180,"date":"2023-11-06T18:11:08","date_gmt":"2023-11-06T12:41:08","guid":{"rendered":"https:\/\/ksrini.life\/journal\/?p=4180"},"modified":"2023-11-09T16:55:48","modified_gmt":"2023-11-09T11:25:48","slug":"leadership-qualities-ego-is-the-enemy-of-good-leadership","status":"publish","type":"post","link":"https:\/\/ksrini.life\/journal\/leadership-qualities-ego-is-the-enemy-of-good-leadership\/","title":{"rendered":"Leadership Qualities-Ego Is the Enemy of Good Leadership"},"content":{"rendered":"\n

On his first day as CEO of the Carlsberg Group, a global brewery and beverage company, Cees \u2018t Hart was given a key card by his assistant. The card locked out all the other floors for the elevator so that he could go directly to his corner office on the 20th<\/sup> floor. And with its picture windows, his office offered a stunning view of Copenhagen. These were the perks of his new position, ones that spoke to his power and importance within the company.<\/p>\n\n\n\n

Cees spent the next two months acclimating to his new responsibilities. But during those two months, he noticed that he saw very few people throughout the day. Since the elevator didn\u2019t stop at other floors and only a select group of executives worked on the 20th<\/sup> floor, he rarely interacted with other Carlsberg employees. Cees decided to switch from his corner office on the 20th<\/sup> floor to an empty desk in an open-floor plan on a lower floor.<\/p>\n\n\n\n

When asked about the changes, Cees explained, \u201cIf I don\u2019t meet people, I won\u2019t get to know what they think. And if I don\u2019t have a finger on the pulse of the organization, I can\u2019t lead effectively.\u201d<\/p>\n\n\n\n

This story is a good example of how one leader actively worked to avoid the risk of insularity that comes with holding senior positions. And this risk is a real problem for senior leaders. In short, the higher leaders rise in the ranks, the more they are at risk of getting an inflated ego. And the bigger their ego grows, the more they are at risk of ending up in an insulated bubble, losing touch with their colleagues, the culture, and ultimately their clients. Let\u2019s analyze this dynamic step by step.<\/p>\n\n\n\n

As we rise in the ranks, we acquire more power. And with that, people are more likely to want to please us by listening more attentively, agreeing more, and laughing at our jokes. All of these tickle the ego. And when the ego is tickled, it grows. David Owen, the former British Foreign Secretary and a neurologist, and Jonathan Davidson, a professor of psychiatry and behavioral sciences at Duke University, call this the \u201chubris syndrome,\u201d which they define as a \u201cdisorder of the possession of power, particularly power which has been associated with overwhelming success, held for a period of years.\u201d<\/p>\n\n\n\n

An unchecked ego can warp our perspective or twist our values. In the words of Jennifer Woo, CEO and chair of The Lane Crawford Joyce Group, Asia\u2019s largest luxury retailer, \u201cManaging our ego\u2019s craving for fortune, fame, and influence is the prime responsibility of any leader.\u201d When we\u2019re caught in the grip of the ego\u2019s craving for more power, we lose control. Ego makes us susceptible to manipulation; it narrows our field of vision; and it corrupts our behavior, often causing us to act against our values.<\/p>\n\n\n\n

Our ego is like a target we carry with us. And like any target, the bigger it is, the more vulnerable it is to being hit. In this way, an inflated ego makes it easier for others to take advantage of us. Because our ego craves positive attention, it can make us susceptible to manipulation. It makes us predictable. When people know this, they can play to our ego. When we\u2019re a victim of our own need to be seen as great, we end up being led into making decisions that may be detrimental to ourselves, our people, and our organization.<\/p>\n\n\n\n

An inflated ego also corrupts our behavior. When we believe we\u2019re the sole architects of our success, we tend to be ruder, more selfish, and more likely to interrupt others. This is especially true in the face of setbacks and criticism. In this way, an inflated ego prevents us from learning from our mistakes and creates a defensive wall that makes it difficult to appreciate the rich lessons we glean from failure.<\/p>\n\n\n\n

Finally, an inflated ego narrows our vision. The ego always looks for information that confirms what it wants to believe. Basically, a big ego makes us have a strong confirmation bias. Because of this, we lose perspective and end up in a leadership bubble where we only see and hear what we want to. As a result, we lose touch with the people we lead, the culture we are a part of, and ultimately our clients and stakeholders.<\/p>\n\n\n\n

Breaking free of an overly protective or inflated ego and avoiding the leadership bubble is an important and challenging job. It requires selflessness, reflection, and courage. Here are a few tips that will help you:<\/p>\n\n\n\n