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Shrewd Leaders Sometimes Take Liberties with the Truth to Reach Righteous Goals

April 12, 2018 By Nagesh Belludi 1 Comment

Duplicity must be decried when used to justify the attainment and exercise of power. However, sometimes, even principled leaders must put on an act to realize noble ends—infuse optimism to surmount hopelessness, win followers’ devotion to audacious new ideas, for example.

In the Zen parable that follows, a warrior motivates his followers in the face of desperate odds. He persuades his outnumbered army by flipping an unfair coin and proclaiming that they are fated to win the battle.

A great Japanese warrior named Nobunaga decided to attack the enemy although he had only one-tenth the number of men the opposition commanded. He knew that he would win, but his soldiers were in doubt.

On the way he stopped at a Shinto shrine and told his men: “After I visit the shrine I will toss a coin. If heads comes, we will win; if tails, we will lose. Destiny holds us in her hand.”

Nobunaga entered the shrine and offered a silent prayer. He came forth and tossed a coin. Heads appeared. His soldiers were so eager to fight that they won their battle easily.

“No one can change the hand of destiny,” his attendant told him after the battle.

“Indeed not,” said Nobunaga, showing a coin which had been doubled, with heads facing either way.

Idea for Impact: Moral Leadership Relates to the Integrity of Leaders and Their Intentions

A wise leader must be open to bringing deception into play to smooth the way to sound decisions and noble results.

As long as leaders use these methods to respectable purposes, and until people wise up to their methods, certain ends can justify certain means.

Postscript: The quoted Zen parable is sourced from the celebrated compilation Zen Flesh, Zen Bones: A Collection of Zen and Pre-Zen Writings, Shambhala Edition (1961) by Paul Reps. This book traces its roots to the thirteenth-century Japanese anthology of Buddhist parables Shasekishū (Sand and Pebbles) compiled by the Kamakura-era monk Mujū.

Wondering what to read next?

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  3. Why Groups Cheat: Complicity and Collusion
  4. Power Inspires Hypocrisy
  5. Expanding the Narrative: Servant Leadership beyond Christianity

Filed Under: Leadership, Managing People Tagged With: Attitudes, Buddhism, Discipline, Ethics, Getting Ahead, Humility, Integrity, Leadership, Motivation, Parables, Role Models, Wisdom

Admit When You Don’t Have All the Answers

March 27, 2018 By Nagesh Belludi Leave a Comment

As a leader or as a salesperson, your employees or customers expect you to have the answers. However, there’ll times when you may not know the answer to difficult questions right away. To avoid losing credibility and causing others to question your knowledge, it’s important to know how to handle the situation properly.

Folks Don’t Want to Confess to Not Knowing Enough

Having quick, confident answers is often seen as a mark of proficiency and leadership. For that reason, you may be conditioned to believe that “not knowing” makes you look exposed. You may assume that any gaps in knowledge should be veiled at all costs.

Rather than admitting that you don’t have an answer to a tough question, you may tend to make something up on the fly, fast-talk, or stumble your way with a dubious response. Rookie salespeople are particularly prone to this—they tend to give answers they believe their prospective customers want to hear.

Consequently, in trying to look strong, you’ll end up looking weak.

The Power of Saying “I Don’t Know”

The ability to recognize one’s limitations is an underappreciated intellectual skill. A humble individual is all too aware of the confines of his/her corpus of knowledge.

Intellectual growth can come about only when the humble person can admit to not knowing enough and opening up to the possibilities of learning.

In an interview at the Wharton school, Carol Bartz (the no-nonsense, swearword-spewing former executive at Yahoo, Autodesk, and Sun Microsystems) commented about this false bravado and misplaced poise:

The phrase, “I don’t know” is in fact a strength. I have a [nonsense] detector that is really good, really good. And I love playing with people who rubbish me. I would much prefer if someone told me, “Not only do I not know the answer, but I wouldn’t even know how to get it. Could we talk about how, and I can get back to you?” That is so, so powerful. I don’t care how old or seasoned or how high you are in an organization. Saying “I don’t know” can give you the vulnerability you need to lead better.

Idea for Impact: Don’t Be Afraid to Admit What You Don’t Know

Great leaders know when to admit “I don’t know” and how to follow up appropriately. When you’re tempted to misrepresent your understanding, try to declare,

  • “I don’t know the answer at this time, but I will get back to you.”
  • “Good point. I don’t know, but I’m interested in what you think.”
  • “I don’t know, but let’s consult someone who knows more about this.”
  • “I don’t know, but I can do more research and incorporate those risk factors in our contingency plans.”

To be appreciated as a reliable, confident, and ethical person, be willing to admit that you don’t have all the answers. This act of humility and the readiness to seek the help of others can inspire greater trust within your team and encourage others to follow suit.

Be honest and direct when dealing with people, and they’ll respect you even if you aren’t able to answer all their questions.

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Filed Under: Mental Models, Sharpening Your Skills Tagged With: Attitudes, Ethics, Getting Along, Humility, Introspection, Mindfulness, Virtues, Wisdom

Power Corrupts, and Power Attracts the Corruptible

January 12, 2018 By Nagesh Belludi Leave a Comment

Picture of Statue of Demon Mahishasura atop Chamundi Hills in Mysore, India The recent sexual misconduct allegations of influential men abusing their towering positions for contemptuous behaviors provide yet another reminder that power corrupts. As the British politician and historian Lord John Dalberg-Acton famously wrote in an 1887 letter to the Anglican Bishop Mandell Creighton,

Power tends to corrupt and absolute power corrupts absolutely. Great men are almost always bad men, even when they exercise influence and not authority: still more when you superadd the tendency or the certainty of corruption by authority. There is no worse heresy than that the office sanctifies the holder of it. That is the point at which … the end learns to justify the means.

The recent scandals lay bare the three distinctive characteristics of the intoxication of power: the inflation of the self, the devaluation of the helpless, and a dreadful shortfall in self-awareness of actions and consequences.

In the case of studio executive Harvey Weinstein, the worse outrage is that, many prominent people, despite their awareness of Weinstein’s uninhibited abuse, stayed silent—and possibly benefited. Some Hollywood celebrities are said to have overlooked his transgressions. Meryl Streep, one of Hollywood’s most successful actors, who once referred to Weinstein as ‘God,’ had to contend the blame that everyone in Hollywood knew of Weinstein’s conduct. His staff sheltered him or paid off victims, many of whom chose to remain silent for fear of derailing their budding careers. Going public would have hurt them more than it would have damaged Weinstein, until those accusations reach a critical mass and suddenly everyone flipped against him.

The Intoxication of Power

The British philosopher Bertrand Russell first wrote about the “intoxication of power” in A History of Western Philosophy (1945,) and best described what develops in the minds of many people who, in all walks of life, exercise a measure of power and dominance.

The Greeks, with their dread of hubris and their belief in a Necessity or Fate superior even to Zeus, carefully avoided what would have seemed to them insolence towards the universe. The Middle Ages carried submission much further: humility towards God was a Christian’s first duty. Initiative was cramped by this attitude, and great originality was scarcely possible. The Renaissance restored human pride, but carried it to the point where it led to anarchy and disaster. … Man, formerly too humble, begins to think of himself as almost a God.

…

In all of this I feel a great danger, the danger of what might be called cosmic impiety. The concept of ‘truth’ as something dependent upon facts largely outside human control has been one of the ways in which philosophy hitherto has inculcated the necessary element of humility. When this check upon pride is removed, a further step is taken on the road towards a certain kind of madness—the intoxication of power which invaded philosophy with Fichte. I am persuaded that this intoxication is the greatest danger of our time, and that any philosophy which, however unintentionally, contributes to it is increasing the danger of vast social disaster.

Idea for Impact: People with even the smallest amount of authority can and will find ways to abuse it

People can become corrupt with power, fame, wealth, and influence, and, as I’ve written previously, they regularly get away with it. The solution, I believe, is to subject our elites (and the sycophantic supporters who are disposed to collude in self-interest) to as many restrictions, supervisions, and checks and balances as possible, and scrutinize them closely so as to spot hubristic traits and symptoms of the abuse of power.

Wondering what to read next?

  1. Power Inspires Hypocrisy
  2. The Poolguard Effect: A Little Power, A Big Ego!
  3. Shrewd Leaders Sometimes Take Liberties with the Truth to Reach Righteous Goals
  4. Why Groups Cheat: Complicity and Collusion
  5. Look, Here’s the Deal: Your Insecurity is Masquerading as Authority

Filed Under: Leadership, Sharpening Your Skills Tagged With: Attitudes, Discipline, Ethics, Getting Ahead, Humility, Icons, Integrity, Leadership, Motivation, Psychology, Role Models, Success

A Sense of Urgency

December 18, 2017 By Nagesh Belludi Leave a Comment

The most successful managers I know are highly attentive of their colleagues’ sense of urgency and incessantly adapt to them.

In his excellent Steve Jobs biography, Walter Isaacson evokes Apple CEO (and operations wizard) Tim Cook’s responsiveness and a sense of urgency:

At a meeting early in his tenure, Cook was told of a problem with one of Apple’s Chinese suppliers. “This is really bad,” he said. “Someone should be in China driving this.” Thirty minutes later he looked at an operations executive sitting at the table and unemotionally asked, “Why are you still here?” The executive stood up, drove directly to the San Francisco airport, and bought a ticket to China. He became one of Cook’s top deputies.

Idea for Impact: Bosses and customers often respond more positively to your focus on creating a sense of urgency before emerging problems erupt in a crisis.

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How People Defend Themselves in a Crisis

November 6, 2017 By Nagesh Belludi Leave a Comment

How People Defend Themselves in a Crisis The desire to protect and enhance one’s self-image is among the strongest motives of human behavior. No wonder scientific literature is laden with discussions on the ways in which people invoke self-deception in the interest of maintaining a favorable sense of their selves.

People have a propensity to avoid conscious awareness of fear-triggering worries, conflicts, and uncertainties. They engage in thought patterns that distort the external realities as a way of coping with distress.

Psychologists use the term “ego defense mechanisms” to describe the pattern of thought and behavior that arises in response to the perception of psychical danger.

Defense Mechanisms Play an Important Role in Self-Preservation

Sigmund Freud (1856–1939) wrote in The Ego and the Id (1923,) “We have come upon something in the ego itself which is also unconscious, which behaves exactly like the repressed—that is, which produces powerful effects without itself being conscious and which requires special work before it can be made conscious.” Freud’s daughter, Anna Freud (1895–1982,) and other psychologists identified twelve primary defense mechanisms:

  1. Denial: explicitly refusing to acknowledge the threatening reality even when presented with indisputable data (e.g. someone with a terminal illness rejecting the imminence of his death.) Denial may give the respondent some time to evaluate the meaning and seriousness of the threatening reality before reacting to it.
  2. Disavowal: acknowledging the threatening reality but downplaying its significance
  3. Suppression: intentionally engaging distractions to eliminate from consciousness any thoughts of the threatening reality
  4. Fixation: committing inflexibly to one specific mind-set or course of action
  5. Substitution: replacing an unattainable or unacceptable instinctual object or emotion with one that is more accessible or tolerable
  6. Displacement / Transference: redirecting emotions from their original object to a substitute object that is somehow associated with the original one.
  7. Compensation: making amends for a perceived deficiency that cannot be eliminated (e.g., a physical defect) by excelling in some other way.
  8. Grandiosity: exaggerated feeling of power or influence over the threatening reality
  9. Idealization: ascribing power or influence to an existent or imaginary “savior” (an individual or a organization)
  10. Intellectualization: thoroughly rationalizing a particular thought or action, by means of a misleading, but self-serving justification
  11. Projection: incorrectly attributing to others any objectionable thoughts or actions. According to Sigmund Freud, projection makes a person perceive his objectionable character traits in others as a means of avoiding seeing those very faults in himself. For example, a man who cannot accept his own anger may cope with his feelings by accusing others as angry.
  12. Splitting: fragmenting, isolating, and focusing on only certain elements of the threatening reality, instead of considering the complexity brought about by the crisis as a coherent whole

Idea for Impact: It pays to familiarize yourself with these twelve defense mechanisms and be able to identify them in how you (and others) react to emotionally charged situations, especially in close relationships. Defense mechanisms are natural forms of self-protection. However, used excessively, they can turn out to be pathological.

Reference: Cheryl Travers, “Handling the Stress” in Michael Bland (Ed.) Communicating out of a Crisis (1998)

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Filed Under: Health and Well-being, Managing People Tagged With: Anger, Attitudes, Critical Thinking, Discipline, Emotions, Group Dynamics, Mindfulness, Relationships, Stress, Suffering, Wisdom, Worry

Making Exceptions “Just Once” is a Slippery Slope

October 30, 2017 By Nagesh Belludi Leave a Comment

Keeping Our Commitments Unwaveringly is Tough

The Harvard business strategy professor Clayton Christensen (of The Innovator’s Dilemma (1997) fame) often tells a story from his college days when he played basketball for his university team. His team worked hard all season and made it to the finals of some big tournament. The championship game was scheduled on a Sunday.

Christensen is a pious Mormon. Playing on the Sabbath (the “seventh day” is holy occasion and has a particular purpose, i.e. rest and spiritual renewal) was against his religious beliefs. The basketball team’s coach asked Christensen to break the rule for that big game, “I don’t know what you believe, but I believe that God will understand.” His teammates prodded him, “You’ve got to play. Can’t you break the rule, just this one time?”

Christensen prayed to God for guidance. After some reflection, he concluded that he would not play in the finals because he did not want to violate the Mormon way of life and break his personal rules: “Because life is just one unending stream of extenuating circumstances. Had I crossed the line that one time, I would have done it over and over and over in the years that followed.”

Willpower is Character in Action

Christensen’s team, however, played without him and won the basketball championship.

'How Will You Measure Your Life' by Clayton M. Christensen (ISBN 0062102419) Discussing this experience in writings such as How Will You Measure Your Life? (2012,) Christensen says,

Many of us have convinced ourselves that we are able to break our own personal rules “just this once.” In our minds, we can justify these small choices. None of those things, when they first happen, feels like a life-changing decision. The marginal costs are almost always low. But each of those decisions can roll up into a much bigger picture, turning you into the kind of person you never wanted to be.

…

If you give in to “just this once,” based on a marginal-cost analysis, you’ll regret where you end up. That’s the lesson I learned: it’s easier to hold to your principles 100 percent of the time than it is to hold to them 98 percent of the time. The boundary—your personal moral line—is powerful because you don’t cross it; if you have justified doing it once, there’s nothing to stop you doing it again.

For Christenson, the opportunity cost of missing the championship game was large. Therefore, the marginal cost of breaking his rules “just this once” was comparatively trivial. However, the bigger damage of yielding to demands of the circumstances was larger yet, given his religious devotion.

Idea for Impact: Life becomes so much simpler if you decide what you stand for, stick with your values 100% the time, and make no exceptions.

It’s easy to lose your emotional footing and resist temptations, especially when you feel pressured or depressed, or face some other persuasive incentive.

It’s easy to unearth some justification to infringe a little upon your principles or break commitments you’ve made to yourself.

However, conceding “just once” is a slippery slope—the proverbial thin end of a wedge. If you allow yourself to compromise just the once, you can wind up doing it frequently.

In contrast, if you make up your mind to follow 100% on some standard, all of your prospective decisions are made.

Life becomes so much easier when you no longer need to expend your willpower on internal moral deliberations or justify/ regret your poor choices.

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Filed Under: Belief and Spirituality, Living the Good Life Tagged With: Attitudes, Books, Conviction, Decision-Making, Discipline, Ethics, Integrity, Parables, Philosophy, Religiosity, Simple Living, Values

Realize the Truth Yourself

October 13, 2017 By Nagesh Belludi Leave a Comment

So much of what you’ll hear and what you’re taught may turn out to be incorrect on closer scrutiny.

Whether it’s advice from the experts, what you hear in the media, or what your mother told you, if it is of any consequence, take the time to work out for yourself whether it is factual.

The great Hindu spiritual leader Swami Vivekananda (1863–1902) once instructed, “Do not believe in a thing because you have read about it in a book. Do not believe in a thing because another man has said it was true. Do not believe in words because they are hallowed by tradition. Find out the truth for yourself. Reason it out. That is realization.”

Idea for Impact: It’s not sensible to believe any assertion unless you have good reason for doing so. If you care whether your beliefs about the world are reliable, you must establish them on the sound, relevant evidence. Until you can organize that evidence and determine whether a belief is true or isn’t, you must suspend your judgment. The celebrated British mathematician, logician, and political activist Bertrand Russell (1872–1970) wrote in Why Men Fight: A Method of Abolishing the International Duel (1917,)

Men fear thought as they fear nothing else on earth—more than ruin, more even than death. Thought is subversive and revolutionary, destructive and terrible; thought is merciless to privilege, established institutions, and comfortable habits; thought is anarchic and lawless, indifferent to authority, careless of the well-tried wisdom of the ages. Thought looks into the pit of hell and is not afraid.

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Filed Under: Sharpening Your Skills Tagged With: Attitudes, Critical Thinking, Decision-Making, Mental Models, Philosophy, Social Skills, Wisdom

Stop Trying to Prove Yourself to the World

October 9, 2017 By Nagesh Belludi Leave a Comment

When you assess your life and become conscious of how you look at the world and how you look at yourself, you may realize that you often obsess about what people think of you.

'Seeds for a Boundless Life' by Blanche Hartman (ISBN 1611802849) In the delightful and poignant Seeds for a Boundless Life: Zen Teachings from the Heart, the Soto Zen teacher Blanche Hartman (1926–2016) explains that freeing yourself from being controlled by what other people think is the key to living life with a composed and peaceful mind:

I noticed somewhere in the early years of my [Buddhist] practice that my big effort was to get people to love me. I really wanted people to love me. And what I discovered in practice was that it really didn’t matter what other people thought. The one whose love and appreciation and approval I wanted was right here, and I wouldn’t give it to myself. What I found out was that no matter how much approval I got from outside, it didn’t count if I was not able to appreciate myself and be willing to be who I am. Whatever this is, it has becomes this over an accumulation of the actions of body, speech, and mind of more than eighty years. It’s my creation in a way. And yet it’s really helpful if I acknowledge it and befriend this being that I have created with the help of all the beings with whom I have shared my life.

Be Your Own Person

Stop trying to prove yourself to the naysayers and critics. Avoid assertive behavior and insubordinate conduct that intends to prove you’re worthy to others. You don’t need others’ approval.

Idea for Impact: Don’t fritter away precious time and energy seeking to prove your worth and worrying that you could fall short. The right people will love you for who you are.

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Filed Under: Living the Good Life, Sharpening Your Skills Tagged With: Attitudes, Conflict, Getting Along, Likeability, Networking, Relationships, Social Life, Social Skills

The Power of Counterintuitive Thinking

September 15, 2017 By Nagesh Belludi Leave a Comment

“The All-embracing quality of the great virtue follows alone from the Tao … Only with Tao can follow the right path,” wrote Laozi in Tao Te Ching.

Translated roughly as “the way of integrity,” the Tao Te Ching is mostly a work of maxims of varying length; but it frequently quotes traditional poems, songs, and hymns.

'Tao Te Ching' by Stephen Mitchell (ISBN 0061142662) While the normative meaning of the word ‘Tao’ is just “path” or “way,” the text’s dominant theme is the spirit or quality of mind one needs to cultivate.

Here’s a verse from Tao Te Ching that advocates the power of counterintuitive thinking:

A good soldier is never aggressive;
A good fighter is never angry.
 
The best way of conquering an enemy
Is to win him over by not antagonizing him.
 
The best way of employing a man
Is to serve under him.
 
This is called the virtue of non-striving!
This is called using the abilities of men!
This is called being wedded to Heaven as of old!

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Filed Under: Mental Models, Sharpening Your Skills Tagged With: Attitudes, Creativity, Critical Thinking, Philosophy, Thought Process, Wisdom

Moral Self-Licensing: Do Good Deeds Make People Act Bad?

August 25, 2017 By Nagesh Belludi Leave a Comment

When People Do Something ‘Good’ They Feel Licensed to Do Something ‘Bad’ Later

Being—and being seen—as moral, ethical, and principled is an important part of people’s self-concept.

Social psychologists have studied the tendency of people using their prior moral actions to license future morally questionable actions. According to these studies, prior to making morally important decisions, people may survey their previous moral actions. If they recollect engaging in virtuous moral behavior in the past, they may subsequently become less bothered about engaging in morally questionable behavior.

Prior Actions Can Affect Individuals’ Future Behavior

Past good deeds can license people to engage in behaviors that are immoral, unethical, if not problematic—behaviors that they would otherwise avoid for fear of feeling or appearing immoral. The deep-seated human tendency that makes people feel entitled to do something less moral because they’ve done something moral previously is called “moral self-licensing.”

Psychologists reason that people’s previous actions may cause them to feel more self-possessed in their own moral self-worth. As a result, this claim licenses their choice of a more self-indulgent moral choice.

Conversely, when people appear immoral or devious to others, they subsequently take up positive actions to restore their moral image. Psychologists identify this as “compensation or cleansing.”

When ‘Good’ Behavior Supposedly Counteracts Doing Something ‘Bad’

Moral self-licensing has been demonstrated in several realms of human judgment. However, in my opinion, much of the cause-and-effect narratives seem ambiguous. For instance,

  • In a set of pioneering studies, participants who established their racial non-prejudiced attitudes by endorsing President Obama or through selecting a black person for a consulting firm job were subsequently more likely to make pro-white decisions.
  • In one test, after subjects were given a chance to condemn sexist statements, they were found to be subsequently more likely to support hiring a man in a male-dominated profession.
  • One study on consumer behavior suggested that shoppers who brought their own bags felt licensed to buy more junk food.

Contribution Ethic and “Prospective Moral Licensing”

A phenomenon related to moral self-licensing is “contribution ethic” or the “moral credential effect.” When people feel they’ve done their fair share for some noble cause, they decide they need do no more. In one study, after people participated in a pro-social deeds (e.g., doing something good for the cause of the environment,) they felt licensed to behave more selfishly later (e.g., donating less to an environmental program). Another study showed that people who drive hybrid cars tend to get more tickets and cause more accidents than do drivers of conventional cars.

Some studies have suggested that just thinking about past moral behavior or writing about oneself as a moral person can decrease the likelihood of subsequently performing altruistic acts—such as decreasing contributions to charitable causes or being less engaging in cooperative behavior towards friends and colleagues.

Finally, simply planning to do good later can allow people to be bad now. Some studies suggest that when people merely plan to engage in a moral behavior in the future, they feel licensed to respond in a morally questionable way in the present. Psychologists identify this as “prospective moral licensing.”

Idea for Impact: Past Moral Deeds Could Make People Do Morally Wrong Things

Part of becoming wise to the ways of the world and getting along with people is understanding the many peculiarities of human behavior. Learning why people feel licensed to engage in potentially immoral behavior given their demonstrated moral behavior allows for a better understanding of the world in which we live.

Wondering what to read next?

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  2. Power Corrupts, and Power Attracts the Corruptible
  3. Power Inspires Hypocrisy
  4. Look, Here’s the Deal: Your Insecurity is Masquerading as Authority
  5. Unreliable Narrators Make a Story Sounds Too Neat

Filed Under: Managing People, Sharpening Your Skills Tagged With: Attitudes, Character, Ethics, Integrity, Leadership, Psychology

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About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

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