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Wednesday 8 November 2023
Monday 29 August 2022
The stark truth about management and power
Stefan Stern in The FT
“If you want power to be used for good, more good people need to have power.”
This quotation is usually attributed to Jeffrey Pfeffer, professor of organisational behaviour at Stanford University’s graduate school of business. Pfeffer himself is more modest about its origins. He cites it at the beginning of his new book — more on this later — but describes it simply as “a quote attributed to me”.
This slightly sheepish opening sums up an intriguing paradox about the man. He tells stark truths about management and power and what it takes to get to the top, which some may find unsettling. But, fundamentally, his purpose is compassionate. The challenge embedded in his famous aphorism is this: it is little use criticising the excesses of terrible leaders but then being too squeamish to engage with and win power yourself.
When I call Pfeffer at his Californian home he sounds a bit distracted, for reasons that become noisily apparent. “I need to move my car,” he says. “My garage is about to be . . . I’m having some construction work done . . . I’ll be back in a minute.”
He is true to his word, and proceeds to offer a tutorial on the realities of power, revealing why his course on the subject at Stanford, where he has taught for more than 40 years, is so popular with students.
“Exercising power and being a leader is not about winning a popularity contest,” he says. “It was Gary Loveman [former chief executive of the Caesars casino business] who said: ‘If you want to be liked, get a dog. A dog will love you unconditionally.’
“A lot of leaders are not necessarily nice people,” he adds. “Many of the things that leaders have to do are not necessarily nice . . . There is very little overlap — I mean, almost none — between companies on the ‘best places to work’ list and companies led by leaders who are on the ‘most admired leaders’ list,” Pfeffer says.
His new book, published this summer, is called 7 Rules of Power: Surprising — but True — Advice on How to Get Things Done and Advance Your Career. His seven rules are:
Get out of your own way — that is, speak with confidence and do not undersell yourself.
Break the rules — do the unexpected.
Show up in powerful fashion — with conscious body language and actual language.
Create a powerful brand.
Network relentlessly.
Use your power — do not be afraid to wield power once you have it.
And, finally, remember that “success excuses (almost) everything” — the powerful attract and retain support.
These rules are not simply plausible-sounding assertions but are in fact based on deep research and decades of social science experiment and observation. These are “the realities on the ground”, as Pfeffer says.
While clearly not a fan of former US president Donald Trump, Pfeffer notes that he was a skilful follower of these rules. “He was seven for seven,” he says. He describes the winning Trumpian mentality in these terms: “You tell me what I need to do to win, and I’ll do it. I will say anything, I will do anything. The question is: are you willing to do what it takes?”
This may sound Hobbesian and bleak. But note, too, that Pfeffer’s last book was called Dying for a Paycheck, and was a strong attack on the worst forms of modern management and the harm it can do both to employee health and company performance. An earlier book was called “The Human Equation: building profits by putting people first”. There is a touching passage in the book’s acknowledgements about the author’s late wife, Kathleen, who died last year and to whom the book is dedicated.
Our call is once again interrupted by an off-stage crash. “Pardon the background noise — they must be doing something serious here — they should be, for what I’m paying them . . . ”
In this latest work, Pfeffer writes: “One reason why people fail to achieve their objectives or lose out in competitions for high-status positions is their unwillingness to do what is required to prevail.”
This is his reality check for aspiring leaders and those who want to get on in the organisation. You have to take responsibility and put yourself in a position where professional advance is possible and likely. “Happy talk”, or “leadership BS” (the title of another of his books), will not get you there.
“I don’t think anybody is going to say that Elon Musk is sweet,” Pfeffer says, “or that Jeff Bezos is sweet, or Steve Jobs was nice, or Jack Welch was going to be picked by anybody to be stranded on a desert island with. Many leaders are narcissists,” he adds, “although their ‘autobiographies’ say that they are lovely human beings . . . ”
Pfeffer looks power in the eye and does not flinch. He tells it like it is. Can we handle the truth? If we want power to be used for good, more good people need to have power.
Saturday 12 March 2022
Thursday 23 December 2021
Saturday 1 May 2021
Wednesday 27 February 2019
Why do so many incompetent men win at work?
“Women are better leaders,” says Tomas Chamorro-Premuzic. “I am not neutral on this. I am sexist in favour of women. Women have better people skills, more altruistic, better able to control their impulses. They outperform men in university at graduate and undergraduate levels.”
This subject is explored in his new book, Why Do So Many Incompetent Men Become Leaders? (And How to Fix It). In it, he writes that “traits like overconfidence and self-absorption should be seen as red flags”, when, in fact, the opposite tends to happen. As Prof Chamorro-Premuzic puts it: “They prompt us to say: ‘Ah, there’s a charismatic fellow! He’s probably leadership material.’”
It is this mistaken insistence that confidence equates to greatness that is the reason so many ill-suited men get top jobs, he argues. “The result in both business and politics is a surplus of incompetent men in charge, and this surplus reduces opportunities for competent people — women and men — while keeping the standards of leadership depressingly low.”
This book is based on a Harvard Business Review blog of the same title which was published in 2013, and which elicited more feedback than any of his previous books or articles. He is currently professor of business psychology at University College London and at Columbia University, as well as being the “chief talent scientist” at Manpower Group and co-founder of two companies that deploy technological tools to enhance staff retention. This book builds on two of his professional interests: data and confidence.
Too often, he argues, we use intuition rather than metrics to judge whether someone is competent. In his book he argues that confidence may well be a “compensatory strategy for lower competence”. The modern mantra to just believe in yourself is possibly foolish. Perhaps, he suggests, modesty is not false but an accurate awareness of one’s talents and limitations.
The book’s title has been “too provocative” for many, Prof Chamorro-Premuzic tells me on the phone from Brooklyn, where he spends most of his time, juggling his teaching and corporate roles. “A lot of female leaders said they can’t endorse it as [they are] worried about looking like man-haters.” Some female colleagues feel depressed that his message is being heard because he is a man, whereas if it came from them it would be “dismissed”. Men criticise him for “virtue-signalling”.
He makes a convincing case for a more modest style of leader, focused on the team rather than advancing their own careers. Angela Merkel is the “most boring and best leader” in politics, he says. In the corporate sphere, he picks Warren Buffett who, he says, started off as a finance geek and taught himself leadership skills. David Cameron, the former British prime minister, is cited as an example of misplaced confidence in a leader — he held a referendum on Britain’s membership of the EU, sure that he would win, an assurance that, as it turned out, was misplaced.
A quiet leadership style is often overlooked as heads are turned by bravado and narcissism. “There is a cult of confidence,” says Prof Chamorro-Premuzic. In part this is because confidence is “easier to observe”. It is harder to discern whether someone is a good leader. “What we see is what we rely on, what we see is visible.”
People “overrate their intuition”, he says. Too often it turns out to be “nepotistic, self-serving choices . . . most organisations don’t have data to tell you if the leader is good.”
Those leaders who are celebrated for their volatility and short fuses, such as the late Apple boss Steve Jobs, might have succeeded despite, not because of, their personality defects, he argues.
One common narrative holds that women are held back by a lack of confidence, yet studies show this to be a fallacy. Perhaps it would be better to say that they are less likely to overrate themselves. The book cites one study from Columbia University which found that men overstated their maths ability by 30 per cent and women by 15 per cent.
It is also the case, he writes, that women are penalised for appearing confident: “Their mistakes are judged more harshly and remembered longer. Their behaviour is scrutinised more carefully and their colleagues are less likely to share vital information with them. When women speak, they’re more likely to be interrupted or ignored.”
“The fundamental role of self-confidence is not to be as high as possible,” he adds, “but to be in sync with ability.”
Prof Chamorro-Premuzic’s interest in leadership was nurtured while growing up in Argentina, a country that he describes as having had one terrible leader after another. He came from a pocket of Buenos Aires known as Villa Freud for its high concentration of psychotherapists (even his family dog had a therapist), so it was a natural step to enter the field of psychology.
There are many observations in the book that posit women as the superior sex, for example, citing their higher emotional intelligence. Such biological essentialism has been contested, for example by Cordelia Fine in her book Testosterone Rex: Unmaking the Myths of Our Gendered Minds.
Prof Chamorro-Premuzic says describing such differences as “hard-wired” would be an “overstatement”. Nonetheless, he argues that men score higher for impulsivity, risk-taking, narcissism, aggression and overconfidence; while women do better on emotional intelligence, empathy, altruism, self-awareness and humility.
The book’s central message, though, is not to make a case for preferential treatment for women, but rather to “elevate the standards of leadership”. We should be making it harder for terrible men to get to the top, rather than focusing solely on removing the hurdles for women.
He makes the argument against setting quotas for women in senior positions, which, Prof Chamorro-Premuzic says, can look like special pleading. Rather, he says: “We should minimise biases when it comes to evaluating leaders, rely less and less on human valuations and use performance data.”
Raising the leadership game will boost the number of women in such positions, but it will also highlight talented but modest men who are typically overlooked. “There are many competent men who are being disregarded for leadership roles,” he says. “They don’t float hypermasculine leadership roles.”
Friday 14 April 2017
BME teachers often given stereotypical roles in schools
Black and Asian teachers in the UK say they are often saddled with stereotypical roles in schools and want more support from senior staff in handling incidents of racism, according to a survey.
The Runnymede Trust’s poll of more than 1,000 black and minority ethnic teachers found that they were most likely to be told to organise school events such as Black History Month, or tasked with behaviour responsibilities rather than being given more challenging teaching or leadership roles.
The survey’s authors said that black teachers in particular feared being labelled troublemakers or being viewed as “aggressive” if they challenged any decisions.
Zubaida Haque, a research associate at the Runnymede Trust, said: “Our survey found that BME teachers were not only overwhelmed with the mountain of paperwork but they are also beaten down by the everyday ‘microaggressions’ in the staff room and the low expectations and support by senior staff in their schools.
“This has led to BME teachers feeling undervalued, isolated and disillusioned with their careers. If BME and white pupils see BME teachers being treated unequally, this sends out unacceptable signals to the next generation. For this reason, both schools and the government must do everything in their power to tackle the barriers faced by BME teachers in schools.”
The survey was conducted for the National Union of Teachers annual conference, which starts on Friday in Cardiff.
The survey’s authors concluded that “institutional racism – often manifested in subtle and covert ‘microaggressions’ by senior staff – still plays a key part in the barriers to career progression for black teachers in many British primary and secondary schools”.
While Asian teachers reported “casual stereotypes” and Islamophobia from both staff and students, the authors said “it does suggest that the experience of racism is particularly insidious and persistent for black teachers in this study”.
In interviews conducted alongside the survey, teachers said that racist comments and attitudes from students were often not dealt with, although others reported a zero tolerance to racism from senior leadership.
Many of the teachers questioned were positive about their treatment, although those working at schools with few other black or minority ethnic staff reported the highest levels of dissatisfaction.
Several teachers said that the government’s Prevent strategy, aimed at tackling extremism in schools, placed an additional burden on Asian and Muslim teachers.
One black British secondary school teacher told the researchers: “Students feel they can be blatantly racist, and there are no consequences for them. These extremist views are not covered in the Prevent agenda because they are not seen as extremism.”
Some 60% of those surveyed reported that they were considering leaving the profession altogether, while more than half said their school was not a welcoming environment for BME children.
Kevin Courtney, the NUT’s general secretary, said: “This report shows us the cost of the gap between the proportion of BME teachers and BME pupils, which is getting wider because diversity in teaching is not keeping pace with pupil demographics. Alongside a proper strategy to recruit and retain enough teachers, the government needs a credible strategy for attracting sufficient BME teachers.”
Wednesday 28 December 2016
Tuesday 27 December 2016
What is Strategic Thinking
It’s a common complaint among top executives: “I’m spending all my time managing trivial and tactical problems, and I don’t have time to get to the big-picture stuff.” And yet when I ask my executive clients, “If I cleared your calendar for an entire day to free you up to be ‘more strategic,’ what would you actually do?” most have no idea. I often get a shrug and a blank stare in response. Some people assume that thinking strategically is a function of thinking up “big thoughts” or reading scholarly research on business trends. Others assume that watching TED talks or lectures by futurists will help them think more strategically.
How can we implement strategic thinking if we’re not even sure what it looks like?
In our 10-year longitudinal study of over 2,700 newly appointed executives, 67% of them said they struggled with letting go of work from previous roles. More than half (58%) said they were expected to know details about work and projects they believed were beneath their level, and more than half also felt they were involved in decisions that those below them should be making. This suggests that the problem of too little strategic leadership may be as much a function of doing as of thinking.
Rich Horwath, CEO of the Strategic Thinking Institute, found in his research that 44% of managers spent most of their time firefighting in cultures that rewarded reactivity and discouraged thoughtfulness. Nearly all leaders (96%) claimed they lacked time for strategic thinking, again, because they were too busy putting out fires. Both issues appear to be symptoms masking a fundamental issue. In my experience helping executives succeed at the top of companies, the best content for great strategic thinking comes right from one’s own job.
Here are three practical ways I’ve helped executives shift their roles to assume the appropriate strategic focus required by their jobs.
Identify the strategic requirements of your job. One chief operating officer I worked with was appointed to her newly created role with the expressed purpose of integrating two supply chain organizations resulting from an acquisition. Having risen through the supply chain ranks, she spent most of her time reacting to operational missteps and customer complaints. Her adept problem-solving skill had trained the organization to look to her for quick decisions to resolve issues. I asked her, “What’s the most important thing your CEO and board want you to accomplish in this role?” She answered readily, “To take out duplicate costs from redundant work and to get the organization on one technology platform to manage our supply chain.” Her succinct clarity surprised even her, though she quickly realized how little she was engaged in activities that would reach that outcome. We broke the mandate into four focus areas for her organization, realigned her team to include leaders from both organizations, and ensured all meetings and decisions she was involved in directly connected to her mandate.
Uncover patterns to focus resource investments. Once a clear line of sight is drawn to a leader’s strategic contribution, resources must be aligned to focus on that contribution. For many new executives, the large pile of resources they now get to direct has far greater consequence than anything they’ve allocated before. Aligning budgets and bodies around a unified direction is much harder when there’s more of them, especially when reactionary decision making has become the norm. Too often, immediate crises cause executives to whiplash people and money.
This is a common symptom of missing insights. Without a sound fact and insight base on which to prioritize resources, squeaky wheels get all the grease. Great strategic executives know how to use data to generate new insights about how they and their industries make money. Examining patterns of performance over time — financial, operational, customer, and competitive data — will reveal critical foresight about future opportunities and risks.
For some, the word insight may conjure up notions of breakthrough ideas or “aha moments.” But studying basic patterns within available data gives simple insights that pinpoint what truly sets a company apart. In the case of the supply chain executive above, rather than a blanket cost reduction, she uncovered patterns within her data that identified and protected the most competitive work of her organization: getting products to customers on time and accurately. She isolated those activities from work that added little value or was redundant, which is where she focused her cost-cutting efforts. She was able to dramatically reduce costs while improving the customer’s experience.
Such focus helps leaders allocate money and people with confidence. They know they are working on the right things without reacting to impulsive ideas or distracting minutia.
Invite dissent to build others’ commitment. Strategic insight is as much a social capability as it is an intellectual one. No executive’s strategic brilliance will ever be acted upon alone. An executive needs those she leads to translate strategic insights into choices that drive results. For people to commit to carrying out an executive’s strategic thinking, they have to both understand and believe in it.
That’s far more difficult than it sounds. One study found that only 14% of people understood their company’s strategy and only 24% felt the strategy was linked to their individual accountabilities. Most executives mistakenly assume that repeated explanations through dense PowerPoint presentations are what increases understanding and ownership of strategy.
To the contrary, people’s depth of commitment increases when they, not their leader, are talking. One executive I work with habitually takes his strategic insights to his team and intentionally asks for dueling fact bases to both support and refute his thinking. As the debate unfolds, flawed assumptions are surfaced and replaced with shared understanding, ideas are refined, and ownership for success spreads.
Sound strategic thinking doesn’t have to remain an abstract mystery only a few are able to realize. Despite the common complaint, it’s not the result of making time for it. Executives must extract themselves from day-to-day problems and do the work that aligns their job with the company’s strategy. They need to be armed with insights that predict where best to focus resources. And they need to build a coalition of support by inviting those who must execute to disagree with and improve their strategic thinking. Taking these three practical steps will raise the altitude of executives to the appropriate strategic work of the future, freeing those they lead to direct the operational activities of today.
Friday 1 July 2016
Labour has rediscovered its soul under Jeremy Corbyn. If he goes, so do I
Jeremy Corbyn addresses a ‘Keep Corbyn’ rally at the School of Oriental and African Studies, London. Photograph: Jeff J Mitchell/Getty Images
Before Jeremy Corbyn, I would never have dreamed of joining a mainstream political party. Brought up in Wales in a progressive humanist family, my politics was totally alien to the endless parade of shiny careerist politicians who ran the show. My parents had long since torn up their Labour membership over the Iraq war and I was resigned to a political identity on the left without a party. To me and many of my contemporaries Labour was a party without a soul, whose leadership had poisoned the party with its blinkered pro-business dogma and their illegal wars.
But Corbyn changed all that: his distinctly socialist approach based on principled politics inspired me and thousands of others to come in from the political wilderness and join a party that we previously distrusted. I found myself and many members of my family, friends and colleagues suddenly enthusiastic and full of hope for the future. There was still the huge challenge of defeating the Tories ahead of us, but at least that challenge finally meant something. No more putting a cross in a box next to the lesser of two evils.
And, yes, the last nine months have been bumpy. Corbyn’s leadership has been undermined from the start by an influential ring of MPs on the right of the party who were never going to accept his mandate. His team had to make a fresh start, isolated in Westminster away from the social movements that backed him and without the polished political machine that had furnished the previous leadership. And yet despite this, we have seen a whole number of successes: a huge rise in membership, four mayoral posts, the victory in the Lords on tax credits and defending disabled people against cuts to PIP payments, to name a few.
But instead of focusing on his policies, the leaders of the recent Labour coup want to attack Corbyn’s personal qualities. They say that he doesn’t have what it takes to lead the party. But I disagree. While his speech-making abilities are not perfect and he’s far from the machiavellian politician that we have grown accustomed to, Corbyn is a man of ideas – something that the party up until now has been lacking. And what actually is leadership? Because if leadership means being a person of integrity who makes time for the marginalised, who inspires those alienated from the political process, and who isn’t afraid to speak uncomfortable truths, then Corbyn shows leadership in bucketloads.
I come at this from a standpoint of someone who voted remain. Corbyn was right to take a nuanced approach on the EU referendum. I believe Corbyn persuaded 60% of Labour’s supporters to vote remain because he didn’t ignore people’s concerns with the EU. By admitting that the EU is not without its faults and then demanding that we should stay in to reform it (from the left) he was able to bypass the binary claims of the two main referendum campaigns. People voted leave because they felt abandoned by politics and scared about immigration.
These structural issues haven’t just appeared in the last nine months of Corbyn’s leadership. But I think many felt his defence of immigration and his determination to turn the debate towards austerity was refreshing at a time when the leave campaign was openly whipping up racism and xenophobia.
If Corbyn resigns, a move to the right in Labour is inevitable. And the left will be locked out of the party for a decade as the centre of the party pulls up the drawbridge to parliamentary nominations. With this I not only lose a party (so soon after finding it) but the left will lose a strong agent in the fight for a progressive exit of the EU. The UK faces a bonfire of workers’ rights, financial regulation and environmental protections as it’s torn from Europe. Without Corbyn we face being locked into neoliberal rules for the next century.
But this isn’t about Corbyn. Nine months ago I and so many others were inspired back into a party that had refound its soul. Labour cannot be a party of airbrushed professionals. If it has any hope of achieving power it needs to be linked to a mass movement. The membership and unions are where the Labour party gets its strength. They are what sets them apart from the Tories. And for MPs to choose to ignore them now could be one of the biggest mistakes in the party’s history.
Thursday 30 June 2016
This is not Labour MPs vs Corbyn. They’re at war with party members
A swirling red mist has descended over the eyes of many Labour MPs. It is a mist that makes them blind to how their activities look to the world outside the Westminster village. If they don’t like Jeremy Corbyn (and despite their protestations to the contrary they give every appearance of not doing so) then they always had the option of a leadership challenge under the rule book. It could have been conducted in an orderly, perhaps low-key fashion, at least until parliament went into recess in just three weeks’ time. The aim would have been to try to concentrate on bringing the country together in a time of great peril after the Brexit vote. And it would have been important in these early days for the entire parliamentary party to focus on holding the Tories to account.
Instead Labour MPs chose to stage a blood-stained three-ring circus. Instead of putting their energies into fighting the Tories, colleagues have been concentrating on orchestrating waves of MPs – whom no one has ever heard of – into resigning from jobs that nobody knew they had. Colleagues could have been providing leadership against the resurgent racism that so many of their constituents are terrified by.
Instead Labour MPs have spent time in huddles with their fellow inhabitants of the Westminster bubble, lobby correspondents. These journalists, supposed political experts, did not see the Jeremy Corbyn phenomenon coming last summer and have never supported him. Accordingly they are now using their columns to tell him to walk away. Colleagues have contrived a “vote of no confidence” that has absolutely no basis in the rule book. There was no notice. It was tabled on Monday and the vote held the following day. No institution would run an important ballot in this way. And it was a secret ballot.
All this was necessary because some Labour MPs expressly did not want any time to consult with ordinary party members. On the contrary they were terrified that their members might actually find out how they voted. Hence the haste and the secrecy. But the climax of all this was Monday’s parliamentary Labour party (PLP) meeting. MP after MP got up to attack Jeremy Corbyn in the most contemptuous terms possible, pausing only to text their abuse to journalists waiting outside. A non-Corbynista MP told me afterwards that he had never seen anything so horrible and he had felt himself reduced to tears. Nobody talked about Jeremy Corbyn’s politics. There was only one intention: to break him as a man.
This attempt to hound Jeremy Corbyn out of the leadership has been planned for months and was entirely outside the rules. Blaming him for the Brexit vote was just a pretext. The truth is that Jeremy travelled thousands of miles mobilising Labour voters. Nearly two-thirds of Labour voted to remain.
If David Cameron had been able to persuade a similar proportion of his Tories to vote for remain, we would still be in the EU. But colleagues went for lynch mob tactics because they didn’t actually want a leadership election with Jeremy on the ballot. Their fear is that he will win. Which brings us to the heart of the matter.
This is not the PLP versus Jeremy Corbyn; this is the PLP versus the membership. It is the inhabitants of the Westminster bubble versus the ordinary men and women who make up the party in the country.
Now, finally, after a hugely destructive attempt to drive Jeremy out of office, his enemies are poised to do what they have struggled to avoid. A formal leadership challenge is imminent. Hopefully the wider Labour party will now begin to leave behind the hysteria that has engulfed the PLP these past few days. Once again party members will be asked what sort of party they want to be and what sort of leadership they want. It can be imagined that they will not look kindly on those who have unleashed the utterly self-serving havoc of the past few days.