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.
In the name of emotional well-being, college students are increasingly demanding protection from words and ideas they don’t like. Here’s why that’s disastrous for education—and mental health.
Something strange is happening at America’s colleges and universities. A movement is arising, undirected and driven largely by students, to scrub campuses clean of words, ideas, and subjects that might cause discomfort or give offense. Last December, Jeannie Suk wrote in an online article for The New Yorker about law students asking her fellow professors at Harvard not to teach rape law—or, in one case, even use the word violate (as in “that violates the law”) lest it cause students distress. In February, Laura Kipnis, a professor at Northwestern University, wrote an essay in The Chronicle of Higher Education describing a new campus politics of sexual paranoia—and was then subjected to a long investigation after students who were offended by the article and by a tweet she’d sent filed Title IX complaints against her. In June, a professor protecting himself with a pseudonym wrote an essay for Vox describing how gingerly he now has to teach. “I’m a Liberal Professor, and My Liberal Students Terrify Me,” the headline said. A number of popular comedians, including Chris Rock, have stopped performing on college campuses (see Caitlin Flanagan’s article in this month’s issue). Jerry Seinfeld and Bill Maher have publicly condemned the oversensitivity of college students, saying too many of them can’t take a joke.
A new anatomical understanding of how movement controls the body’s stress response system
Elite tennis players have an uncanny ability to clear their heads after making errors. They constantly move on and start fresh for the next point. They can’t afford to dwell on mistakes.
Peter Strick is not a professional tennis player. He’s a distinguished professor and chair of the department of neurobiology at the University of Pittsburgh Brain Institute. He’s the sort of person to dwell on mistakes, however small.
“My kids would tell me, dad, you ought to take up pilates. Do some yoga,” he said. “But I’d say, as far as I’m concerned, there's no scientific evidence that this is going to help me.”
Still, the meticulous skeptic espoused more of a tennis approach to dealing with stressful situations: Just teach yourself to move on. Of course there is evidence that ties practicing yoga to good health, but not the sort that convinced Strick. Studies show correlations between the two, but he needed a physiological mechanism to explain the relationship. Vague conjecture that yoga “decreases stress” wasn’t sufficient. How? Simply by distracting the mind?
One black woman tries to reconcile her faith with the institution’s history of discrimination.
It’s been six years since I became a member of The Church of Jesus Christ of Latter-day Saints. Each year has been a lesson in faith and doubt, stretching and engaging what it means to be black, a woman, and Mormon. The decision to join on my own was not an easy one. As the child of a Protestant mother and a father who converted to Islam in his teens, I was doing something unheard of in my family by becoming a Mormon. And as a black woman, I had a heightened awareness of what it means to potentially be the only black person in any given congregation in the United States.
As a child, I watched as preachers in my congregation espoused their deepest beliefs about God. They spoke to the horrors faced by black people in the United States in their dealings in life and death. There was intense power in their sermons, one that was complemented by the soft presence of a “Black Jesus,” a savior who understood the plight of African Americans in word and form. He represented the long tradition of resistance within the black church to white-supremacist theology: Racialized violence in the United States was often supported by white Christians who recognized whiteness as good and blackness as evil. Within the walls of my congregation, blackness was not discounted, but embraced in all its various forms from the pulpit to the pews. Islam also informed my faith; I witnessed the immense devotion in my father’s prayers and the care with which he kept his Koran. These two traditions of my childhood shared a reverence for and recognition of a version of God who is not racist.
According to a new study in the Journal of Personality and Social Psychology, psychological traits really do vary by region.
Thanks to demography researchers and their love for maps, Americans can visualize where their home states fit in on a national scale of a variety of political, economic, social, and health characteristics. One of the latest maps forgoes these traditional methods of measuring the country and investigates something a little less observable: the personality traits of its citizens.
The map, published in a recent study in Journal of Personality and Social Psychology, chops the country into three distinct psychological regions based on a range of empirical data. The researchers didn't predict what these clusters might look like (or how many of them there would be), but they expected neighboring states to be, on average, psychologically similar. Geographic proximity is often correlated with human behavior, such as personality traits and lifestyles.
Every year, hundreds of people attend the Oklahoma Full Auto Shoot, cultivating a love for assault weapons in an era of mass violence.
It was Saturday at the 16th-annual Oklahoma Full Auto Shoot and Trade Show, and I had my thumbs on the trigger of a Browning M1919, prepared to unleash hellacious destruction on an unsuspecting refrigerator.
The Oklahoma Full Auto Shoot is one of several “machine-gun shoots” around the country. For two days in June, hundreds of people traveled to Wyandotte, Oklahoma, for the opportunity to fire nearly every species of automatic weapon from the past century. There were UZIs and M16s, Barrett .50-caliber rifles, WWII-era belt-fed Brownings, and even a Minigun—a giant, chair-mounted cylindrical device powered by a car battery. As of 10 a.m., all 84 firing positions were trained downrange onto a hill stocked with junked cars and dead kitchen appliances, waiting for the starting signal.
In 2004, people in the U.K. consumed more alcohol than ever before. How did they get there?
I first met alcohol in the late 1980s. It was the morning after one of my parents’ parties. My sister and I, aged 9 or 10, were up alone. We trawled the lounge for abandoned cans. I remember being methodical: Pick one up, give it a shake to see if there’s anything inside, and if there is, drink! I can still taste the stale, warm metallic tang of Heineken (lager; 5 percent alcohol by volume) on my tongue. Just mind the ones with cigarette butts in them.
Other times we’d sneak a sip of Dad’s Rémy Martin VSOP (cognac; 40 percent) when he wasn’t looking, even though we didn’t like the taste. It came in a heavy glass bottle that he kept in the sideboard. He’d pour himself a glass at night, the ice cubes clinking as he walked to his small office to make phone calls. On special occasions—family birthdays, Christmas lunch—we even got to drink legitimately: usually half a glass of Asti Spumanti (sparkling wine; around 7.5 percent), served in the best glasses.
How men and women digest differently, diet changes our skin, and gluten remains mysterious: A forward-thinking gastroenterologist on eating one's way to "gutbliss"
Robynne Chutkan, MD, is an integrative gastroenterologist and founder of the Digestive Center for Women, just outside of Washington, D.C. She trained at Columbia University and is on faculty at Georgetown, but her approach to practicing medicine and understanding disease is more holistic than many specialists with academic backgrounds. She has also appeared on The Dr. Oz Show (of which I’ve been openly skeptical in the past, because of Oz’s tendency to divorce his recommendations from evidence).
Officials say they face a public-health emergency, and believe a batch of the opioid may be tainted with an elephant tranquilizer.
NEWS BRIEF Cincinnati is facing a public-health emergency, as an estimated 174 people overdosed on heroin in the last six days.
Police in the Ohio city are trying to find the source of the heroin batch. Tim Ingram, the Hamilton County health commissioner, told reporters Friday the number of hospital visits this week have been “unprecedented.”
Officials are pointing to a potential cause of the overdoses, as the Associated Press reports:
Cincinnati City Manager Harry Black said authorities suspect carfentanil, a drug used to sedate elephants and other large animals, may be mixed in with heroin and causing the overdoses. The drug is 100 times more potent than fentanyl, which is suspected in spates of overdoses in several states.
Last month, carfentanil was discovered in the Cincinnati area's heroin stream, but many hospitals don't have the equipment to test blood for the previously uncommon animal opioid.
It happened gradually—and until the U.S. figures out how to treat the problem, it will only get worse.
It’s 2020, four years from now. The campaign is under way to succeed the president, who is retiring after a single wretched term. Voters are angrier than ever—at politicians, at compromisers, at the establishment. Congress and the White House seem incapable of working together on anything, even when their interests align. With lawmaking at a standstill, the president’s use of executive orders and regulatory discretion has reached a level that Congress views as dictatorial—not that Congress can do anything about it, except file lawsuits that the divided Supreme Court, its three vacancies unfilled, has been unable to resolve.
On Capitol Hill, Speaker Paul Ryan resigned after proving unable to pass a budget, or much else. The House burned through two more speakers and one “acting” speaker, a job invented following four speakerless months. The Senate, meanwhile, is tied in knots by wannabe presidents and aspiring talk-show hosts, who use the chamber as a social-media platform to build their brands by obstructing—well, everything. The Defense Department is among hundreds of agencies that have not been reauthorized, the government has shut down three times, and, yes, it finally happened: The United States briefly defaulted on the national debt, precipitating a market collapse and an economic downturn. No one wanted that outcome, but no one was able to prevent it.
The political commentator may be more committed to the Republican nominee’s platform than he is.
Donald Trump has just betrayed Ann Coulter. Which is a dangerous thing to do.
This week, Coulter released her new book, In Trump We Trust. As the title suggests, it’s a defense of Trump. But more than that, it’s a defense of Trumpism. Most Trump surrogates contort themselves to defend whatever The Donald says, no matter its ideological content. They’re like communist party functionaries. They get word from the ideologists on high, and regurgitate it as best they can.
Coulter is different. She’s an ideologist herself. She realized the potency of the immigration issue among conservatives before Trump did. On June 1 of last year, she released Adios America, which devotes six chapters to the subject of immigrants and rape. Two weeks later, Trump—having received an advanced copy—famously picked up the thread in his announcement speech.