Is your boss a jerk? Good! Thank the creep for being so horrible and consider yourself lucky to work for a bad manager today. Otherwise, how else would you become a good one tomorrow? Or here’s the better question:
Do you need to work for a crappy leader to eventually grow into a great one yourself?
Notice what I’m not asking here. I’m not questioning whether someone can learn from bad managers. Obviously, most of us can recognize positive and negative attributes in other people in ways that might influence our own leadership abilities. Continue reading
Do you think that people of different races are born equal? What about people of different genders?
I’m asking this because we’ve been talking a lot about equality lately, especially in the wake of the Google fiasco — you know, where that engineer was fired for writing a manifesto about gender roles. He said that women are biologically less suited for tech roles, and as a result, some of Google’s gender diversity efforts are misguided.
Except, he’s misguided. But not for the reasons you might think.
To understand why he’s wrong, it’s important to ask a larger question: What do we mean when we talk about equality? What should we mean?
Separating Wrong From Reich
To find out, everybody, hop on the bus! We’re going to take a road trip, y’all! We’re heading to Charlottesville, where I’m going to say something that only a “fine person” from Charlottesville would say: Black people are biologically dumber than white people. The most classically racist line there is, right? Continue reading
Beware of people who say things like, “I’m the sort of person who likes to get things done.” They almost always make this remark when trying to impress an interviewer, colleague, or manager. The implication is that while all the losers around them are busy being losers, these are the stars of your organization. Often, though, they’re just jerks, or walking clichés at the very least.
The reality is that all of us like to accomplish things. That’s why I hate the term results-oriented to describe anyone.
Know what else I hate? Best practices. So you can imagine how I feel when I hear pundits, executives, and everyone else preach that a best practice for building a results-oriented workplace is to recognize employees who produce…results.
It’s a line that so many people repeat so many times that it’s easy to mistake it for a fact.
It’s actually an alternative fact, an opinion disfigured into a recommendation because it makes intuitive sense. If this seems intuitive to you, too, your intuition is fooling you.
Rewarded for Luck
A while back, I spoke to Michael Mauboussin, Credit Suisse’s head of global financial strategies and author of The Success Equation: Untangling Skill and Luck in Business, Sports, and Investing. He explained something that you probably already feel in your gut but might be too panicky, egotistical, or deluded to admit: Many of your achievements—the same ones that earn you praise (or punishment)—are largely beyond your control. Mauboussin explained:
There’s a continuum of things that are pure luck on one end and pure skill on the other. When your outcomes are truly a reflection of the work that you’re doing, a results-oriented evaluation is not unreasonable, like in manufacturing, which is very skills-oriented. But things like launching a successful R&D project are inherently probabilistic, with a lot of randomness and luck to them. There are profound influences that are hard to anticipate.
And get this: The higher you are on the ladder, the greater the role that luck plays in your work. You know what else grows with each rung? Compensation. All of which means that a four-leaf clover increasingly determines what you earn in cash and recognition as you move up a hierarchy. Continue reading