At first glance, I thought that Alan Deutschman's new book, Walk the Walk: The #1 Rule for Real Leaders, was an exercise in belaboring the obvious. Just as Malcolm Gladwell's book Blink can be reduced to "trust your gut," I thought Deutschman's premise that top CEOs and leaders need to "walk the walk, not just talk the talk," was too obvious to warrant repeating, let alone spend 176 pages discussing at length. But after reading both the book and the business section pages over the past few days, I've decided I was wrong. On two fronts.
First, it appears that Deutschman's premise about the importance of management being authentic, honest, and not asking anyone beneath them to meet any standard or make any sacrifice they're not prepared to meet or make themselves is clearly not as obvious or widely understood as I once might have thought. Take yesterday's column by David Carr of the New York Times about the management at the Tribune Company arguing to a bankruptcy court--after leading the company into bankruptcy (in no small part because of a badly-conceived, heavily-leveraged purchase that left the company saddled with debt) and depriving more than 2,000 employees of jobs-- that the managers should be awarded between 45 to 60 million dollars in performance bonuses. The bonuses are necessary, the company's lawyers argued, because getting a company out of bankruptcy is hard work, and "not being rewarded for hard work and hard effort is demotivating."
No kidding. As Carr says, tell that to the 2,000 journalists and other Tribune personnel whose reward for hard work and hard effort was the elimination of their jobs.
The stunning obliviousness of the Tribune management reminds me of a definition I heard a long time ago for "chutzpah": someone who kills his or her parents and then pleads mercy from the court because he or she is an orphan. Run a company into bankruptcy, and then plead with the court that running a bankrupt company is hard, so you need extra money to do it. That takes ... well, chutzpah. Among other things. Not to mention the fact that $60 million (if all the management performance numbers were met) would give every laid-off staff person $30,000 a year. Think of the products the Tribune could actually produce for that amount of money.
Compare that, for a moment, to some of the military and business leaders Deutschman uses as examples--from Alexander the Great, who took more hits on the front line than any of his soldiers, to Norman Schwartzkopf, who insisted that officers in his command eat the same food and meet the same fitness standards as the troops they commanded. Or Bill Hewlett of Hewlett-Packard, who Deutschman says made every employee, including himself and his entire top management team, take every 10th day off without pay, rather than laying off any employees in the recession of 1970.
Another point Deutschman makes is that a great leader has, in the words of Urban Meyer, head football coach at the University of Florida (where Tim Tebow plays), "the ability to make the level of play of everyone else around him better." Again, a seeming statement of the ridiculously obvious. But consider this piece on Bank of America's outgoing CEO (and former chariman) Ken Lewis, who announced last week that he was retiring--although he said he'd stay on through December because a successor wasn't waiting in the wings. And why wasn't a successor waiting in the wings? Because, according to the article's author, Joe Nocera, Lewis "brutally fired many of the firm's most talented executives, seemingly afraid to be surrounded by potential successors."
So, Lewis wasn't well liked, or good at nurturing or inspiring good performers around him. But not every leader has to be liked to be successful, right? Possibly. But they have to be respected, at least. And ... oh yeah, successful. But during Lewis's tenure, he also made a series of less-than profitable business decisions and purchases, including the purchase of the notorious mortgage disaster known as Countrywide Financial, not to mention the Merrill Lynch mess, that caused the stock to return negative 13 percent while he was in charge.
And yet, Nocera reported, Lewis has taken home $60 million in compensation over the past three years. Clearly, the idea that a good leader--one worth compensating obscenely well-- should be someone who not only exceeds expectations but also inspires better performance in those around him and sacrifices with the troops, is not a patently obvious or well-understood idea at the top levels of Bank of America. Or among executives at any number of other financial institutions and corporations who have spent the last year boggling many people's minds at their capacity for tone-deaf and enduring senses of entitlement. So much so that the entitlement-laden gestures and complaints aren't even eyebrow-raising to many people at this point.
So maybe the more interesting question is: Are these executives beyond hope? Are really great leaders born, and these executives simply don't have what it takes? Or, even if great leadership traits can be learned, are they traits we have to learn in childhood, not at age 55? Or can they be rehabilitated into better behavior and leadership?
Deutschman doesn't get into whether leadership traits are innate or acquired. But he does sketch out, at the end of his book, some traits that he believes are essential in a great "leadership personality": focus; empathy; relentless authenticity; belief not only in themselves, but also in others and in change itself; resilience; and dogged persistence.
Another person's list might differ. But I found the list interesting food for thought. For one thing, "empathetic" isn't generally the first word we hear when Wall Street and corporate titans are described. Brilliant, focused, ruthless, sharply analytic, and relentless, yes. But authentic and empathetic ... not so much. That might explain a lot. (Also ironic to see empathy given such big play in a business book, after all the argument about it in Sonia Sotomayor's confirmation hearings.)
But just for argument's sake, let's say Deutschman is right, and the traits he lists really are the essential pre-requisites for a great executive or leader. Can they be taught in business school, or in a business setting? Or do we simply have to start looking for a different kind of leader in the first place?
Evolutionary psychologists are only beginning to look at how individual personality traits may evolve (as opposed to more basic domains of survival, sexuality, parenting, community, cooperation and aggression). But a recent paper on the subject by David Buss, professor of psychology at the University of Austin, noted that "virtually all personality characteristics ... show heritabilities in the range of 50% and substantial cross-time stability, even over spans of decades."
Which still leaves 50 percent, of course. And education and training can certainly help strengthen or mitigate someone's natural tendencies. After all, belief in a person's ability to change is, itself, one of the traits Deutschman says great leaders possess.
On the other hand, if the traits Deutschman lists as important really do have a significant genetic component, and personality traits have substantial stability over time, then it might not do troubled executives much good to read Deutschman's book. But even if that's the case, it could still prove useful to the rest of us ... if only in underscoring the seemingly obvious fact that we might want to give a little more attention to the personality traits of who we hire to run things. Walking the walk, it turns out, is a lot harder, and rarer, than one might imagine.
I generally enjoy milk chocolate, for basic reasons of flavor and texture. For roughly the same reasons, I generally do not enjoy dark chocolate. *
Those are just my boring preferences, but preferences, really, won’t do: This is an age in which even the simplest element of taste will become a matter of partisanship and identity and social-Darwinian hierarchy; in which all things must be argued and then ranked; in which even the word “basic” has come to suggest searing moral judgment. So IPAs are not just extra-hoppy beers, but also declarations of masculinity and “palatal machismo.” The colors you see in the dress are not the result of light playing upon the human eye, but rather of deep epistemological divides among the world’s many eye-owners. Cake versus pie, boxers versus briefs, Democrat versus Republican, pea guac versus actual guac, are hot dogs sandwiches … It is the best of times, it is the RAGING DUMPSTER FIRE of times.
Even as the Republican launches a purported African American outreach campaign 12 days before the election, his aides say their goal is to depress turnout in the bloc.
It would be unfair to call Donald Trump’s interaction with black voters a love-hate relationship, since there’s little evidence of African American enthusiasm for Trump. But the Republican campaign has pursued a Janus-like strategy on black voters—ostensibly courting them in public while privately seeking to depress turnout.
This tension is on display in the last 24 hours. On Wednesday, Trump delivered a speech in Charlotte, North Carolina, advertised as an “urban renewal agenda for America’s inner cities.” Trump told the audience, “It is my highest and greatest hope that the Republican Party can be the home in the future and forevermore for African Americans and the African American vote because I will produce, and I will get others to produce, and we know for a fact it doesn’t work with the Democrats and it certainly doesn’t work with Hillary.”
Services like Tinder and Hinge are no longer shiny new toys, and some users are starting to find them more frustrating than fun.
“Apocalypse” seems like a bit much. I thought that last fall when Vanity Fair titled Nancy Jo Sales’s article on dating apps “Tinder and the Dawn of the ‘Dating Apocalypse’” and I thought it again this month when Hinge, another dating app, advertised its relaunch with a site called “thedatingapocalypse.com,” borrowing the phrase from Sales’s article, which apparently caused the company shame and was partially responsible for their effort to become, as they put it, a “relationship app.”
Despite the difficulties of modern dating, if there is an imminent apocalypse, I believe it will be spurred by something else. I don’t believe technology has distracted us from real human connection. I don’t believe hookup culture has infected our brains and turned us into soulless sex-hungry swipe monsters. And yet. It doesn’t do to pretend that dating in the app era hasn’t changed.
Political, social, and demographic forces in the battleground of North Carolina promise a reckoning with its Jim Crow past.
In 1901, America was ascendant. Its victory over Spain, the reunification of North and South, and the closing of the frontier announced the American century. Americans awaited the inauguration of the 57th Congress, the first elected in the 20th century. All the incoming members of Congress, like those they replaced, were white men, save one.
Representative George Henry White did not climb the steps of Capitol Hill on the morning of January 29 to share in triumph. The last black congressman elected before the era of Jim Crow, White, a Republican, took the House floor in defeat. He had lost his North Carolina home district after a state constitutional amendment disenfranchised black voters—most of his constituents. That law marked the end of black political power in North Carolina for nearly a century.
Hillary Clinton and Donald Trump prepare for the final sprint to Election Day.
It’s Thursday, October 27—the election is now less than two weeks away. Hillary Clinton holds a lead against Donald Trump, according to RealClearPolitics’ polling average. We’ll bring you the latest updates from the trail as events unfold. Also see our continuing coverage:
A dustup between Megyn Kelly and Newt Gingrich shows why Donald Trump and the Republican Party are struggling to retain the support of women.
The 2016 presidential campaign kicked off in earnest with a clash between Megyn Kelly and Donald Trump over gender and conservatism at the first GOP debate, and now there’s another Kelly moment to bookend the race.
Newt Gingrich, a top Trump surrogate, was on Kelly’s Fox News show Tuesday night, jousting with her in a tense exchange stretching over nearly eight minutes. Things got off to a promising start when Gingrich declared that there were two “parallel universes”—one in which Trump is losing and one in which he is winning. (There is data, at least, to support the existence of the former universe.) After a skirmish over whether polls are accurate, Kelly suggested that Trump had been hurt by the video in which he boasts about sexually assaulting women and the nearly a dozen accusations lodged against him by women since. Gingrich was furious, embarking on a mansplaining riff in which he compared the press to Pravda and Izvestia for, in his view, overcovering the allegations.
A century ago, widely circulated images and cartoons helped drive the debate about whether women should have the right to vote.
It seems almost farcical that the 2016 presidential campaign has become a referendum on misogyny at a moment when the United States is poised to elect its first woman president.
Not that this is surprising, exactly.
There’s a long tradition of politics clashing spectacularly with perceived gender norms around election time, and the stakes often seem highest when women are about to make history.
Today’s political dialogue—which often merely consists of opposing sides shouting over one another—echoes another contentious era in American politics, when women fought for the right to vote. Then and now, a mix of political tension and new-fangled publishing technology produced an environment ripe for creating and distributing political imagery. The meme-ification of women’s roles in society—in civic life and at home—has been central to an advocacy tradition that far precedes slogans like, “Life’s a bitch, don’t elect one,” or “A woman’s place is in the White House.”
Twitter to cut 9 percent of its global workforce and kill Vine, UK economy grows more than expected, and more from across the United States and around the world.
—Twitter says it will cut 9 percent of its global workforce in an attempt to become profitable in 2017. The social-media company also announced better-than-expected third-quarter earnings. More here
—The UK economy expanded 0.5 percent in the three months since this summer’s Brexit vote, preliminary government data show. Economists expected the economy to grow at 0.3 percent.
—Belgium has appeared to break the deadlock over a stalled trade deal between the EU and Canada. Prime Minister Charles Michel said an agreement was reached with his country’s French-speaking region on the Comprehensive Economic Trade Agreement. More here
—We’re live-blogging the news stories of the day below. All updates are in Eastern Daylight Time (GMT -4).
The best treatment for obsessive-compulsive disorder forces sufferers to confront their fears. But for many patients, the treatment is far out of reach.
Some days, Molly C.’s brain insists she can’t wear her work shirt. She realizes this is irrational; a uniform is required for her job at a hardware store. Nevertheless, she’s addled by an eerie feeling—like, “If you wear this shirt, something bad will happen today.” Usually she can cope, but a few times she couldn’t override it, and she called in sick.
She can’t resist picking up litter whenever she spots it; the other day she cleaned up the entire parking lot of her apartment complex. Each night, she must place her phone in an exact spot on the nightstand in order to fall asleep. What’s more, she’s besieged by troubling thoughts she can’t stop dwelling on. (She asked us not to use her last name in order to protect her privacy.)
Electroconvulsive therapy is far more beneficial—and banal—than its torturous reputation suggests.
For a boy who needs routine, this day is off to a bad start. It’s early, just before 8 a.m., and unseasonably warm for June. Kyle, 17, has been up since 6:20 a.m., which isn’t all that unusual. But already, enough has happened to throw him off balance. His mother has driven him to Johns Hopkins University, in Baltimore, as she does every week. But today she is wearing makeup and fancy clothes rather than her usual exercise gear. When they get to the hospital, the hallway is not empty as it usually is, and his mother walks away from him to talk to someone else.