Showing posts with label modesty. Show all posts
Showing posts with label modesty. Show all posts
Friday, 29 July 2022
Wednesday, 27 February 2019
Why do so many incompetent men win at work?
Emma Jacobs in The FT
“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.”
“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.”
Saturday, 16 November 2013
Why even atheists should be praying for Pope Francis
Francis could replace Obama as the pin-up on every liberal and leftist wall. He is now the world's clearest voice for change
'On Thursday, Pope Francis visited the Italian president, arriving in a blue Ford Focus, with not a blaring siren to be heard.' Photograph: Gregorio Borgia/AP
That Obama poster on the wall, promising hope and change, is looking a little faded now. The disappointments, whether over drone warfare or a botched rollout of healthcare reform, have left the world's liberals and progressives searching for a new pin-up to take the US president's place. As it happens, there's an obvious candidate: the head of an organisation those same liberals and progressives have long regarded as sexist, homophobic and, thanks to a series of child abuse scandals, chillingly cruel. The obvious new hero of the left is the pope.
Only installed in March, Pope Francis has already become a phenomenon. His is the most talked-about name on the internet in 2013, ranking ahead of "Obamacare" and "NSA". In fourth place comes Francis's Twitter handle, @Pontifex. In Italy, Francesco has fast become the most popular name for new baby boys. Rome reports a surge in tourist numbers, while church attendance is said to be up – both trends attributed to "the Francis effect".
His popularity is not hard to fathom. The stories of his personal modesty have become the stuff of instant legend. He carries his own suitcase. He refused the grandeur of the papal palace, preferring to live in a simple hostel. When presented with the traditional red shoes of the pontiff, he declined; instead he telephoned his 81-year-old cobbler in Buenos Aires and asked him to repair his old ones. On Thursday, Francis visited the Italian president – arriving in a blue Ford Focus, with not a blaring siren to be heard.
Some will dismiss these acts as mere gestures, even publicity stunts. But they convey a powerful message, one of almost elemental egalitarianism. He is in the business of scraping away the trappings, the edifice of Vatican wealth accreted over centuries, and returning the church to its core purpose, one Jesus himself might have recognised. He says he wants to preside over "a poor church, for the poor". It's not the institution that counts, it's the mission.
All this would warm the heart of even the most fervent atheist, except Francis has gone much further. It seems he wants to do more than simply stroke the brow of the weak. He is taking on the system that has made them weak and keeps them that way.
"My thoughts turn to all who are unemployed, often as a result of a self-centred mindset bent on profit at any cost," he tweeted in May. A day earlier he denounced as "slave labour" the conditions endured by Bangladeshi workers killed in a building collapse. In September he said that God wanted men and women to be at the heart of the world and yet we live in a global economic order that worships "an idol called money".
There is no denying the radicalism of this message, a frontal and sustained attack on what he calls "unbridled capitalism", with its "throwaway" attitude to everything from unwanted food to unwanted old people. His enemies have certainly not missed it. If a man is to be judged by his opponents, note that this week Sarah Palin denounced him as "kind of liberal" while the free-market Institute of Economic Affairs has lamented that this pope lacks the "sophisticated" approach to such matters of his predecessors. Meanwhile, an Italian prosecutor has warned that Francis's campaign against corruption could put him in the crosshairs of that country's second most powerful institution: the mafia.
As if this weren't enough to have Francis's 76-year-old face on the walls of the world's student bedrooms, he also seems set to lead a church campaign on the environment. He was photographed this week with anti-fracking activists, while his biographer, Paul Vallely, has revealed that the pope has made contact with Leonardo Boff, an eco-theologian previously shunned by Rome and sentenced to "obsequious silence" by the office formerly known as the "Inquisition". An encyclical on care for the planet is said to be on the way.
Many on the left will say that's all very welcome, but meaningless until the pope puts his own house in order. But here, too, the signs are encouraging. Or, more accurately, stunning. Recently, Francis told an interviewer the church had become "obsessed" with abortion, gay marriage and contraception. He no longer wanted the Catholic hierarchy to be preoccupied with "small-minded rules". Talking to reporters on a flight – an occurrence remarkable in itself – he said: "If a person is gay and seeks God and has good will, who am I to judge?" His latest move is to send the world's Catholics a questionnaire, seeking their attitude to those vexed questions of modern life. It's bound to reveal a flock whose practices are, shall we say, at variance with Catholic teaching. In politics, you'd say Francis was preparing the ground for reform.
Witness his reaction to a letter – sent to "His Holiness Francis, Vatican City" – from a single woman, pregnant by a married man who had since abandoned her. To her astonishment, the pope telephoned her directly and told her that if, as she feared, priests refused to baptise her baby, he would perform the ceremony himself. (Telephoning individuals who write to him is a Francis habit.) Now contrast that with the past Catholic approach to such "fallen women", dramatised so powerfully in the current film Philomena. He is replacing brutality with empathy.
Of course, he is not perfect. His record in Argentina during the era of dictatorship and "dirty war" is far from clean. "He started off as a strict authoritarian, reactionary figure," says Vallely. But, aged 50, Francis underwent a spiritual crisis from which, says his biographer, he emerged utterly transformed. He ditched the trappings of high church office, went into the slums and got his hands dirty.
Now inside the Vatican, he faces a different challenge – to face down the conservatives of the curia and lock in his reforms, so that they cannot be undone once he's gone. Given the guile of those courtiers, that's quite a task: he'll need all the support he can get.
Some will say the world's leftists and liberals shouldn't hanker for a pin-up, that the urge is infantile and bound to end in disappointment. But the need is human and hardly confined to the left: think of the Reagan and Thatcher posters that still adorn the metaphorical walls of conservatives, three decades on. The pope may have no army, no battalions or divisions, but he has a pulpit – and right now he is using it to be the world's loudest and clearest voice against the status quo. You don't have to be a believer to believe in that.
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