As a student of leadership, my head has been spinning these past several months as I have watched the current occupant of the Oval Office “lead” our country. It’s been a real-time — not to mention horrifying — lesson in what NOT to do.
But this is not a political post. It’s about what it means to be a leader and the impact one can have in such a position. If there’s a silver lining, it’s that we can use this as a teaching moment — for leaders and aspiring leaders, and those in the position of hiring them.
Confidence is Valuable… To a Point
There is a ton of data showing that those who project confidence tend to be perceived as more competent. That makes sense. Confident leaders act decisively, trust their instincts, and inspire stability and optimism within their teams. These things empower team members, encouraging them to innovate, take risks, and perform at their best.
So yes, you want a self-confident leader. But that confidence needs to be coupled with humility and self-awareness. And as each day with this President plays out like an unhinged Dilbert cartoon, it is easy to see how ego, arrogance, and hubris create toxic levels of overconfidence, fear, and havoc.
When a leader loses sight of their own limitations and has an overinflated sense of self-importance and capability, it leads to reckless behavior, lack of judgement, and disastrous decision-making.
It gets worse. Leaders with this type of destructive overconfidence tend to attract individuals who thrive in dysfunction — people who feed off infighting, chaos, and division. The result is a vicious cycle: good, capable team members become demoralized and leave, while more and more problematic personalities are drawn in, leading to even more organizational breakdown.
Clearly, this is not a recipe for success in a biotech company. Thankfully, most situations and leaders don’t reach near the level of absurdity we are seeing. But even in its “low grade” form, excessive confidence is costly. I bet you have seen some flavor of this. I know I have.
How to Tell the Difference
A common challenge we see when hiring leaders is distinguishing genuine competence from mere confidence. It’s a very nuanced assessment.
Think about it. What do you suppose the least talented, highly confident person you have worked next to is going to say about their capabilities? Will they accurately diagnose themselves? How would they show up in an interview?
So, there are very good reasons why it can be hard to tease out. Which means that in addition to deeply understanding a candidate’s background, experience, and impact, there are two additional things worth focusing on:
#1. Self-Awareness
The less self-aware you are, the higher you will rate yourself (read about the Dunning-Kruger effect here). Most people think they are self-aware, but the data shows that it’s more like 10-15% who truly are. To make things even more complicated, those who “look the part” can influence our unconscious biases.
Strong leaders recognize their limitations and embrace continuous learning. Everyone has strengths and weaknesses; effective leaders openly acknowledge gaps.
In interviews, pay close attention to how individuals describe their own growth and evolution as leaders. Do they reflect honestly on challenges, mistakes, and even outright failures? Do they explain how these experiences shaped their approach to leadership? What is some painful feedback they have received about their leadership and can they talk about it?
Without this introspective ability, leaders cannot improve or effectively understand their impact. Leadership requires an openness to honest feedback and, often, tough conversations to uncover blind spots and grow.
#2. Humility
A key role of a leader is to elevate others. Great leaders understand this instinctively. When interviewing, look for how candidates describe their past achievements.
Do they solely highlight their own contributions and decisions? Do they take full credit for positive results? Do they emphasize collaborative efforts and team accomplishments? Worst case: Do they shift blame onto others or situations when outcomes are negative?
Humility drives leaders to welcome and seek input from diverse perspectives, including disagreement or constructive suggestions. This openness allows them to continually refine their leadership approach.
Trust, Empathy, Accountability, and Respect
What we are currently observing at the highest level of “leadership” in our country is an extreme manifestation of dysfunction, rooted in unchecked ego and hubris. Even if you align with his politics, the how is as important as the what.
If you are thinking about the company you are creating, know that the first priority of any “A” player is the people they work with and the culture they have created. The leaders you hire will not have a neutral effect — they will enhance or tear down what you’ve built.
Choose carefully.
