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Archive for the “Danger of Importantitis” Category

Stephen_Sondheim_-_smokingIn her book Stephen Sondheim: A Life, Meryle Secrest quotes composer Steven Sondheim on his friend and colleague Leonard Bernstein’s consistent failure to produce any significant music after his great masterpiece “West Side Story.” Sondheim says Bernstein developed “a bad case of importantitis.” That is, anything he touched, by self-definition, had to have the weight and portent of the great.

Like for Leonard Bernstein, importantitis can sure be a killer of creativity and corporate health for the entrepreneur, as well. I was reminded about this a few years ago by the dizzying fall from grace of Mark Hurd at Hewlett Packard–a man of achievement and power brought low by ethics violations and the apparent attitude that he was above the rules. (And who can forget Leona Helmsley’s famous statement that the rules apply only to “the little people.”)

Jonah Lehrer wrote an article on this in The Wall Street Journal  in 2010. Lehrer noted what psychologists call the “paradox of power.” That is, the very traits which help leaders rise to power disappear once they ascend. Instead of being courteous, honest, and outgoing, they often become impulsive, reckless, and rude–subject to hubristic overreach and Icarus-like arrogance. He quotes extensively from University of California, Berkeley psychologist Dacher Keltner’s scientific findings from studies of power and success. Dr. Keltner states, “When you give people power, they basically start acting like fools. They flirt inappropriately, tease in a hostile fashion, and become totally impulsive.” 1280px-Jonah_Lehrer_-_Pop!Tech_2009_-_Camden,_MEDr. Keltner goes on to compare the feeling of power to brain damage, stating that people with great power tend to behave like neurological patients with a damaged orbito-frontal lobe, a brain area essential for empathy and decision-making.

An entrepreneur is usually a boss. He is a person of power, if only in his own very small pond. As such, it is very important for her to be aware of the dangers of importantitis. At my outsourced executive sales firm, Corporate Rain International, I try to guard against this in several ways. One is I never stop some cold-calling. At this point I could have other people take over this task completely for me. But I want to experience what my associates and employees experience for clients each day, which includes a great deal of rejection. (Note the Greek philosopher Diogenes {412-323 B.C.}, who was once noticed begging from a statue. When asked the reason for his pointless action, he replied, “I am exercising the art of being rejected.”)

Yet, another way I keep perspective is that I genuinely try to never employ anyone who isn’t better than myself, and then I listen to their input. And often apply it.

pat-caddellIn a recent article, Patrick Caddell, a Democratic pollster, observes there is an increasing inability of executives to admit mistakes, even including both presidents George W. Bush and Barack Obama, and how poor a quality this is in an executive. He says, “As we’ve seen again and again over the past few years, admitting a mistake is almost constitutionally impossible for today’s corporate chiefs and even harder for politicians.”

Thomas Bailey Aldrich states in “Ponkapog Papers” (1903), “The possession of unlimited power will make a despot of almost any man. There is a possible Nero in the gentlest human creature that walks.” Thanks, Brother Thomas.

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