It has been known for a long time that (over)developed egos do not mix well with contestation. This also applies in the professional world, of course.
Running a company requires a whole series of quite exceptional abilities, of which enthusiasm and even fervour is part. But beyond the necessary passion for these activities, the exercise of power often leads to a disproportionate development of the ego in some leaders.
Is the leader in question solely responsible for these ‘slip-ups’? On closer inspection, the answer is of course no. Indeed, circumstances, governance and, above all, the direct environment contribute to reinforcing an already pre-existing tendency to egocentricity.
Before proposing some principles, we must agree on what egocentricity is in the professional world: can we say that a leader is egocentric when he or she benefits from certain advantages granted to his or her position and uses them? certainly not. Can a leader be criticised for isolating himself or being isolated by his first circle of colleagues? Even if this is not yet egocentric, it is certainly a nasty flaw.
Ego is an intrinsic part of being human, but in a leader, it becomes problematic when several of the following elements come together:
• To address him or her, you must go through a whole series of intermediaries and address your letters and emails to his or her staff.
• In order not to displease him or her, one avoids subjects that are annoying or that do not correspond to his or her vision.
• Any questioning of the approach or strategy in a meeting becomes a taboo subject or is systematically brushed aside without discussion.
• He/she is present in the sessions, but his/her listening skills are as developed as a piece of wood.
• He/she mobilises the time allotted for a session, carefully avoiding, without saying so, potentially divergent speech.
• He/she practices the technique of “smoke and mirrors” by including abstruse terms or incomprehensible technical jargon in what he/she says, or by using periphrases and complex expressions that make it impossible to know what he/she wants: the aim being to be able to criticise as much as possible since the message was not audible.
• He/she considers others as being of a lower class and shows, by words or attitudes, that the interlocutors do not deserve his/her attention.
• And so on.
Beyond the sociological aspects, such attitudes are often destructive for those who suffer them. Moreover, it generates inefficiency and ineffectiveness because the energy to achieve the company’s results without offending the “character” is totally disproportionate.
So how do we deal with egomaniacs? There are several more or less “kamikaze” methods. One thing is certain, however: at company level, these “troublemakers” must be removed from the virtuous circle as quickly as possible.
There is a nice saying that sums up the case quite well: “too much ambition and pretension are like stilts: they raise a man, but never make him taller”.
Have a good week, good thoughts, and good reading.