How to Cure Your Own Hubris (HBR)

Confidence is an attribute that every leader needs to embrace and to foster in others. But when confidence goes too far, it can become hubris.

Overdosing on confidence is easy to do. Jim Collins writes about the organizational side of hubris in his latest book, How the Mighty Fall. Stage 1 of organizational failure is “hubris born of success.” It “sets in when people become arrogant, regarding success virtually as an entitlement, and they lose sight of the true underlying factors that created success in the first place.”

Many leaders veer into hubristic behavior without realizing their shortcomings. We may be well intentioned, but we all suffer from a blind spots.So how can leaders know when their own confidence is verging on hubris? Here are some warning signs:

  • You make many decisions independently. No, dithering isn’t good. But bosses who make all of their own decisions without speaking to others are asking for trouble. How much do you ask for others’ input?
  • You can’t remember the last time you spoke to a customer. Failure to discover what people think about what you offer is not only foolhardy, it’s a recipe for failure in the future. If you think you’re “too busy” to connect with customers, that’s a warning sign.

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First posted on 9/08/2010