John Baldoni

Staying out of the "Hubris Zone"

John Baldoni wrote on September 8 in The Conversation blog of the Harvard Business Review online that overconfidence or hubris can have a debilitating effect on a leader.  I firmly agree with his assessment, but some may ponder a compelling side thought on this matter.  “Is hubris or arrogance a trait that some leaders are predisposed to possess, or does this characteristic evolve from external factors?”  However, in the end, whether or not the behavior is genetic or learned probably is less important than simply recognizing the symptoms and taking corrective action.

Admitting to one’s self that their confidence has become excessively inflated to an arrogant level can be ego bruising, which is all the more reason to observe Baldoni’s warning signs.  Calling a “time out” on yourself to really assess how you are behaving can be a challenge, but the warning signs will clearly give you the proper signal.  I agree with Baldoni’s recipe for taking corrective action, but I would propose three enhancements.

·       Be aware of your competition.  Ignoring your competition, whether you are selling a product or providing a service, will likely result in your demise.  By grounding yourself and accepting that your competition can propel you to more smartly manage and lead your business, you will realistically approach your staff to guide and coach them to achieve their best.  The proper level of confidence will naturally be fostered with this approach.

·       Involve your subordinates in regular strategy sessions.  An effective leader should not attempt to unilaterally establish a business direction without the involvement of his or her subordinates.  One of the best means to avoid your own hubris is to solicit the business opinions of others.  True, there may be times when the occasional confidential matter arises for which subordinate involvement would be inappropriate, but for the general strategic course of the business, subordinates should participate.  Plan annual sessions where subordinates can provide their impressions and suggestions for activities that should be the business focus for the upcoming year.  Six months afterwards, conduct a follow up session to assess the progress and make adjustments as necessary.

·       Take a formal approach to a subordinate’s review of your performance.  Baldoni suggests encouraging employee feedback of your performance as a boss or leader, but the process can be much more candid if held in a location other than your office.  Allow the subordinate to review your performance while seated in their office or a neutral site, such as a conference room.  Holding such a review in the bosses office can hinder an employee’s openness and may simply result in the reinforcement of your own negative behavior.

Certainly, as a leader, an effective level of confidence is necessary to inspire others and build the best teams.  But be careful, and stay out of the “hubris zone.”