Steve Jobs’ Misguided Advice for Being a Good CEO: “Throw Tantrums!”
When Indra Nooyi became CEO of PepsiCo in 2006, she met with Steve Jobs, the famously driven but short-tempered and ruthless leader of Apple. One advice Jobs had for Nooyi on being a good leader: “throw tantrums.”
During this 2016 interview at the Stanford Business School (YouTube video), Nooyi acknowledged Job’s advice as “a valuable lesson.” She elaborated that Jobs advised, “don’t be too nice … when you really don’t get what you want and you really believe that’s the right thing for the company, it’s OK to throw a temper tantrum. Throw things around. People will talk about it, and they’ll know it’s important for you.”
During another 2016 interview, at the New York Times’ DealBook Conference (YouTube video), Nooyi recalled Jobs advise again. “If you really feel strongly about something—if you don’t like something people are doing—throw a temper tantrum. Throw things around, because people have got to know that you feel strongly about it.” Though Nooyi hasn’t gone as far as to throw things around, she disclosed, “I’m beginning to use certain words a little bit more freely and I am screaming a bit more, pounding the table … which is really not the way I was … it is effective. It shows the passion that I have for what I’m doing.”
No Need to Ape the Style of the Icon-of-The-Moment
The ultimate impact of a leader hinges on his/her enthusiasm to make the organization’s endeavors personal, to engage others openly, and to draw attention to successes as they emerge. For that reason, Nooyi’s anecdote is demonstrative of Jobs’ passion for building great products.
My primary protestation relates to the reality that leaders model the behavior they want in their organizations. Admissibly, there may be a time and a place to throw temper tantrums at Apple, PepsiCo, or at your organization. However, unchecked and unhindered outbursts of passion, and cursing and incivility are certainly counterproductive.
Steve Jobs could throw temper tantrums because he could! As I have written in previous articles, brilliant men and women can get away with fanatical pride, temper, abuse, and other disruptive behaviors because their spectacular success can and does cover many of their sins, even in the eyes of those at the receiving end of their crudeness.
Aggressive—and successful—managers and leaders can pressurize, scream, intimidate, and even terrorize their employees. They vindicate that their offensive behavior works because they “deliver the numbers.” Others rationalize their behavior by exclaiming, “Yeah, he’s tough on his people, but judge his abrasiveness in the context of everything he’s achieved.”
The Leader Sets the Tone for Workplace Culture
Workplace incivility can take many subtle forms and it is often provoked by thoughtlessness more willingly than by actual malice. A leader’s behavior tells employees what counts—and what’s rewarded and what’s punished. Leaders are role models. Therefore, others pay attention to everything they say and every move they make.
The tone at the top is the foundation upon which the culture of an organization is built. A leader is the face of an organization and the figurehead to whom employees ultimately look for vision, guidance, and leadership. When leaders throw temper tantrums, swear, or engage in appalling behavior, the message they convey within their organizations is that such behavior is acceptable.
The human brain is wired to learn by imitation. For instance, a child is wired to mimic the behaviors of higher status individuals like parents and teachers. Similarly, adults emulate the behaviors of those they deem of higher status—employees look at their boss to determine how to behave in the organization and what it takes to be promoted. In competitive work environments of the modern day, when employees see that those who have climbed the corporate ladder tolerate or embrace uncivil behavior, they’re likely to follow suit.
Postscript: Don’t blatantly imitate a hero. Those of you who worship Steve Jobs had better perceive his operative style as an anomaly rather than as a model of leadership worth imitating. Simply lifting his methods from anecdotes such as Indra Nooyi’s and the Walter Isaacson biography and imposing them on your employees will not necessarily yield Jobs-like results. As I’ve written previously, the career advice that works for the superstars is not necessarily what will work for most ordinary folks. So, don’t be misled by their “it worked for me” advice.