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.
The Warriors star is the embodiment of basketball’s analytics revolution.
The Golden State Warriors are now some 15 months in to their turn as one of the best teams in basketball history. Last season, they won 67 games, the most in the NBA in eight years, and secured a championship in June against LeBron James and the Cleveland Cavaliers. This season’s Warriors make last season’s Warriors look like a team that hadn’t yet gotten loose. They started the year winning their first 24 games in a row, a record opening, and as of now have won 46 of 50.
Golden State’s brilliance is more than just statistical. The Warriors are a basketball idyll, a paradise of skill and collaboration. Their offense runs on nifty ballhandling, willing passing, and sublime shooting, with their point guard and reigning NBA Most Valuable Player acting as ringleader. A slim 6’3” and 185 pounds, with a bouncy jog and a barely post-pubescent tuft of beard at his chin, Stephen Curry dribbles with the intentional abandon of a card hustler, flings one-handed passes to all sectors of the court, and shoots better than anyone ever has.
It was the apotheosis of the outsiders—two candidates, written off when their campaigns began, recovering from defeat in Iowa to deliver resounding victories in the Granite State.
In a year of outsider success, Tuesday’s New Hampshire primary was the apotheosis of the outsiders. On the Democratic side, Senator Bernie Sanders coasted to a huge victory over Hillary Clinton. And for the Republicans, Donald Trump regained his footing after a letdown in Iowa, winning about a third of the vote and notching a huge victory over the rest of the GOP field.
The results for the rest of the field threatened to remake the race, too. Ohio Governor John Kasich, a moderate technocrat who had seemed to lack traction throughout the campaign, saw his decision to bet all his marbles on New Hampshire pay off, as he came in second. Meanwhile, Senator Marco Rubio had a painful night, falling to an apparent fifth-place finish with the vote mostly tallied—a major stumbling block to his momentum. Chris Christie, whose demolition of Rubio during Saturday night’s debate helped knock Rubio down, didn’t get much of a boost and seemed headed for the exits. Jeb Bush and Ted Cruz battled for the third and fourth spots, while Carly Fiorina and Ben Carson lagged far behind.
The number of American teens who excel at advanced math has surged. Why?
On a sultry evening last July, a tall, soft-spoken 17-year-old named David Stoner and nearly 600 other math whizzes from all over the world sat huddled in small groups around wicker bistro tables, talking in low voices and obsessively refreshing the browsers on their laptops. The air in the cavernous lobby of the Lotus Hotel Pang Suan Kaew in Chiang Mai, Thailand, was humid, recalls Stoner, whose light South Carolina accent warms his carefully chosen words. The tension in the room made it seem especially heavy, like the atmosphere at a high-stakes poker tournament.
Stoner and five teammates were representing the United States in the 56th International Mathematical Olympiad. They figured they’d done pretty well over the two days of competition. God knows, they’d trained hard. Stoner, like his teammates, had endured a grueling regime for more than a year—practicing tricky problems over breakfast before school and taking on more problems late into the evening after he completed the homework for his college-level math classes. Sometimes, he sketched out proofs on the large dry-erase board his dad had installed in his bedroom. Most nights, he put himself to sleep reading books like New Problems in Euclidean Geometry and An Introduction to Diophantine Equations.
He’s made the once-impossible seem possible—and now all bets are off.
CONCORD, New Hampshire—“Thank you, New Hampshire!” a somber but clearly gratified Bernie Sanders said to a crowd of thrilled supporters in a high-school gymnasium. The 74-year-old democratic socialist from Vermont had just resoundingly won the New Hampshire Democratic primary, dealing an astonishing blow to the Hillary Clinton juggernaut, casting the race into turmoil, and dramatically highlighting the dissatisfaction of the party base with its establishment.
Sanders’s win, he said, had sent a message to the country: “That the government of our great country belongs to all of the people, and not just a handful of wealthy campaign contributors and their super PACs!” The contest, he noted, had inspired record turnout, powered by a force that he implied would make him a better general-election candidate than his rival—“the energy and the excitement that the Democratic Party will need to succeed in November.”
Sanders’s youth movement is powered by the energy of the new campus left. What does it believe?
RINDGE, New Hampshire—Twenty-three minutes into his typically rambling, hourlong stump speech in the arena here, at a private liberal-arts college on the Massachusetts border—after he had decried the Koch brothers and the prescription-drug companies, after he had accused Wall Street of bribing its way to deregulation, after he had called out the corporate media and the political establishment—Bernie Sanders turned to the bleachers behind him, which were filled with college students waving blue signs and chanting his name.
A sly, unusual smile crossed his face. “I feel like a rock-n-roll star!” he exclaimed, taking off his jacket and tossing it to a startled youth behind him. He pantomimed tearing off his sweater, too, prompting a fresh chant of “Ber-nie! Ber-nie!” Then he grinned sheepishly. “All right, nothing else is coming off,” he said, and continued to the next topic—the sins of Walmart.
After getting shut down late last year, a website that allows free access to paywalled academic papers has sprung back up in a shadowy corner of the Internet.
There’s a battle raging over whether academic research should be free, and it’s overflowing into the dark web.
Most modern scholarly work remains locked behind paywalls, and unless your computer is on the network of a university with an expensive subscription, you have to pay a fee, often around 30 dollars, to access each paper.
Many scholars say this system makes publishers rich—Elsevier, a company that controls access to more than 2,000 journals, has a market capitalization about equal to that of Delta Airlines—but does not benefit the academics that conducted the research, or the public at large. Others worry that free academic journals would have a hard time upholding the rigorous standards and peer reviews that the most prestigious paid journals are famous for.
For decades the Man of Steel has failed to find his groove, thanks to a continual misunderstanding of his strengths.
Superman should be invincible. Since his car-smashing debut in 1938, he’s starred in at least one regular monthly comic, three blockbuster films, and four television shows. His crest is recognized across the globe, his supporting cast is legendary, and anybody even vaguely familiar with comics can recount the broad strokes of his origin. (The writer Grant Morrison and the artist Frank Quitely accomplished it in eight words and four panels: “Doomed Planet. Desperate Scientists. Last Hope. Kindly Couple.”) He’s the first of the superheroes, a genre that’s grown into a modern mass-media juggernaut.
And yet, for a character who gains his power from the light of the sun, Superman is curiously eclipsed by other heroes. According to numbers provided by Diamond Distributors, the long-running Superman comic sold only 55,000 copies a month in 2015, down from around 70,000 in 2010—a mediocre showing even for the famously anemic comic-book market. That’s significantly less than his colleague Batman, who last year moved issues at a comparatively brisk 150,000 a month. Mass media hasn’t been much kinder: The longest-running Superman television show, 2001’s Smallville, kept him out of his iconic suit for a decade. Superman Returns recouped its budget at the box office, but proved mostly forgettable.2013’s Man of Steel drew sharp criticism from critics and audiences alike for its bleak tone and rampaging finale. Trailers for the sequel, Batman v Superman: Dawn of Justice, have shifted the focus (and top billing) to the Dark Knight. Worst of all, conventional wisdom puts the blame on Superman himself. He’s boring, people say; he’s unrelatable, nothing like the Marvel characters dominating the sales charts and the box office. More than anything, he seems embarrassing. Look at him. Truth? Justice? He wears his underwear on the outside.
Black poverty is fundamentally distinct from white poverty—and so cannot be addressed without grappling with racism.
There have been a number of useful entries in the weeks since Senator Bernie Sanders declared himself against reparations. Perhaps the most clarifying comes from Cedric Johnson in a piece entitled, “An Open Letter To Ta-Nehisi Coates And The Liberals Who Love Him.” Johnson’s essay offers those of us interested in the problem of white supremacy and the question of economic class the chance to tease out how, and where, these two problems intersect. In Johnson’s rendition, racism, in and of itself, holds limited explanatory power when looking at the socio-economic problems which beset African Americans. “We continue to reach for old modes of analysis in the face of a changed world,” writes Johnson. “One where blackness is still derogated but anti-black racism is not the principal determinant of material conditions and economic mobility for many African Americans.”
The Wall Street Journal’s eyebrow-raising story of how the presidential candidate and her husband accepted cash from UBS without any regard for the appearance of impropriety that it created.
The Swiss bank UBS is one of the biggest, most powerful financial institutions in the world. As secretary of state, Hillary Clinton intervened to help it out with the IRS. And after that, the Swiss bank paid Bill Clinton $1.5 million for speaking gigs. TheWall Street Journal reported all that and more Thursday in an article that highlights huge conflicts of interest that the Clintons have created in the recent past.
The piece begins by detailing how Clinton helped the global bank.
“A few weeks after Hillary Clinton was sworn in as secretary of state in early 2009, she was summoned to Geneva by her Swiss counterpart to discuss an urgent matter. The Internal Revenue Service was suing UBS AG to get the identities of Americans with secret accounts,” the newspaper reports. “If the case proceeded, Switzerland’s largest bank would face an impossible choice: Violate Swiss secrecy laws by handing over the names, or refuse and face criminal charges in U.S. federal court. Within months, Mrs. Clinton announced a tentative legal settlement—an unusual intervention by the top U.S. diplomat. UBS ultimately turned over information on 4,450 accounts, a fraction of the 52,000 sought by the IRS.”
Most people in the U.S. believe their country is going to hell. But they’re wrong. What a three-year journey by single-engine plane reveals about reinvention and renewal.
When news broke late last year of a mass shooting in San Bernardino, California, most people in the rest of the country, and even the state, probably had to search a map to figure out where the city was. I knew exactly, having grown up in the next-door town of Redlands (where the two killers lived) and having, by chance, spent a long period earlier in the year meeting and interviewing people in the unglamorous “Inland Empire” of Southern California as part of an ongoing project of reporting across America.
Some of what my wife, Deb, and I heard in San Bernardino before the shootings closely matched the picture that the nonstop news coverage presented afterward: San Bernardino as a poor, troubled town that sadly managed to combine nearly every destructive economic, political, and social trend of the country as a whole. San Bernardino went into bankruptcy in 2012 and was only beginning to emerge at the time of the shootings. Crime is high, household income is low, the downtown is nearly abandoned in the daytime and dangerous at night, and unemployment and welfare rates are persistently the worst in the state.