Mike Lehr's Blog

In business, people often see aggressiveness as a virtue; however, it can be a defect. Exploring this will give us insights into dealing with aggressive personalities in our lives and examples of how different perspectives help in problem solving.

The Battle of Gettysburg in 1863 from the American Civil War, the turning point in that war, is a good initial example.  The Union won this battle over the Confederates but never attacked. That’s because the Confederates relentlessly attacked a different part of the Union line on each of the battle’s three days (see diagram to right) despite the Union being on higher ground and firmly entrenched. Consequently, the Confederates suffered heavy losses and retreated.

In nature, the article, “Unnatural Selection” from the May 23, 2009 issue of The Economist, reports on the work of Laszlo Garamszegi from the University of Antwerp. He found that the aggressive animals were most likely to be caught in traps. The Battle of Cannae from 216 B.C. is a human form of this. Hannibal had tapped into his Roman opponents’ aggressiveness and hubris to lure them into a trap, thus destroying an army twice his size. In American football, the screen pass takes advantage of aggressive defenses by luring them into the backfield.

Thus, aggressiveness alone is defective without intelligence, wisdom or insight. As these examples show, we can defeat aggressiveness by:

• Allowing it to tire itself on extremely difficult tasks
• Giving it “a bone” (a lesser important task) to distract it
• Tapping into its hubris and goading it into wasting time on irrelevant things

In business, we see examples when companies expand too aggressively, thinking they have the “secret,” taking shortcuts and ignoring planning. As a result, aggressiveness produces huge losses for them, just as it did for the Confederates.

My October 13, 2011 post, “Eloquence Trumps Honesty in Trust & Likeability Wars,” discussed how style affects our assessment of talent. Now, in the November 2011 issue of the Harvard Business Review, the article, “It’s Not What You Say but How You Say It,” cites the research of

Timothy DeGroot’s team from Midwestern State University indicating the attractiveness of leaders’ voices influence our perceptions of their effectiveness.

Again, the challenge is that we often don’t realize this influence is occurring. Moreover, we tend to believe other people are influenced but we aren’t. Combining this with the way labels influence our perceptions of content and how beauty and attractiveness influences us, we begin to see easily how incompetent people can receive promotions especially if they are confident.

In combating this influence, it’s important to begin with two perspectives:

1. Acknowledge that style influences us (“That includes me!”)
2. Remain focused on more intrinsic indicators of talents such as process (how a person works, thinks and interacts)

Often, we erroneously focus on results when we don’t factor in extraneously factors such as the team, timing and situation of the person’s experience. Perhaps the person was just along for the ride. Culture, processes and tools can also affect outcomes. When we fail to account for these, we tend fall into the trap of believing people are “winners” if they come from “winning organizations.”

In the final analysis, what makes assessing talent difficult is not the intrinsic analysis of it but rather being able to do so while trying to navigate the murky cloud of our own perceptions and biases. Many forces intuitively influence us on a subconscious level to stir up this mud.

Beauty’s power often influences us without our knowledge and thus distorts our decisions. In other words, we think we are making them based upon objective criteria, but we’re not. In order to understand this better, it helps to see beauty beyond something feminine and physical.

In the August 27, 2011 issue of The Economist, “The Line of Beauty” reviews three books examining the “economics of good looks.” While it focuses on physical attractiveness and implies it’s somewhat the same as beauty, it includes a masculine aspect to the concept. For instance, it cites:

• Homely NFL quarterbacks earn less than their comelier counterparts, despite identical yards passed and years in the league.
• Attractive people also have an easier time getting a loan than plain folks, even as they are less likely to pay it back.
• [Attractive people] receive milder prison sentences and higher damages in simulated legal proceedings.
• . . . looks have a bigger impact on earnings than education . . .

However, the real point is that beauty applies much of this power below our consciousness. For example, in none of the citations above did anyone think these:

• Quarterbacks are attractive so we should pay them more.
• Loan applicants are attractive so we should give them a loan.
• Prisoners are attractive so they should get milder sentences.
• Plaintiffs are attractive so they should get higher damages.
• Employees are attractive so they should get paid more than those with better educations.

Moreover, the overwhelming number of folks making these decisions didn’t feel that people’s attractiveness was influencing them. Now, if this can happen with physical attractiveness, imagine the impact beauty can have. Disciplines such as advertising, marketing, merchandising and retailing contain many examples of beauty’s sublime power.

Other links in this series:

• Beauty as Power
• Beauty as Power (Part II): Attraction vs. Beauty
• Beauty as Power (Part III): Appreciation

My post, “Beauty as Power”, resulted in a commenter questioning, “Is beauty the same as attraction?” The short answer is, “No.” However, elaboration helps us to position beauty better as an attracting force by comparing and contrasting it to other attracting forces. Beauty is just one such force. Many things attract us not just beauty.

For instance, we can find ourselves attracted to low prices, flashing lights, accidents, disasters, loud noises, foods, water, statistics, designer labels, celebrities, power and many other things. On hot days, ice cold drinks attract us, on cold ones, hot beverages and soups attract us. Sporting events, musical performances, movies and plays attract some of us. Advertisers, merchandisers and politicians certainly work hard to attract us. News programs and publications attract us with bad news. Politicians attract us with negative advertisements. Some reality shows attract us by displaying personal conflict.

Some of us will find beauty in all and some of these things. Beauty is a higher form of attraction. Beauty is to attraction what skill is to work and what talent is to effort. It’s true that beauty attracts us, but not all things that attract us are beautiful. This also explains the difference between beautiful and attractive. Beauty is a far stronger attracting force than attractiveness alone. Beauty is the qualitative aspect of attraction in the same way a fine restaurant is of all eateries.

What this means in terms of beauty as power is that beauty is more powerful than attractiveness. In other words, the attraction we have for certain things becomes more powerful if we also find them beautiful. It also means that as we discover the beauty in something or someone that thing or person will come to exert more attraction on us.

Related link: Beauty as Power

The power someone has as a leader in an organization is a function of 1) the authority it gives him and 2) his personal influence within the organization. The former is formal organizational power (FOP) and the latter informal organizational power (IOP). Figures 1 and 2 help us visualize their difference.

Figure 1: Formal Organizational Power

The importance of IOP becomes more apparent if we view leadership beyond a management context. For instance, one client expanded its definition from those in management to those who could initiate and develop new services, those who could grow existing services and those who could find and develop new customer channels.

The source of IOP varies by person. It could be his expertise, knowledge, experience, achievements, attractiveness, personality, education, intelligence, relationships, character, talents, skills, abilities, credibility, reliability, judgment, wisdom, seniority plus many other things. I knew one machinist who was a leader because he could run more of the machines in the plant better than anyone could.

Figure 2: Informal Organizational Power

FOP gets people to do things because they must; it’s the rule. IOP encourages people to do things because they want to; they like those with IOP or do so out of respect. Using a body as an analogy, FOP represents the bones and IOP the muscles. The most powerful leaders have a lot of both; organizations give them a lot of authority and people within the organization have a strong desire to help them.

Thus, when we try to understand and appreciate how organizations work, looking at the organization chart shows formal organizational power. Overlaying this chart is the influence of a multitude of relationships that vary by situation and by moments in time. In effect, we don’t really know an organization unless we have a feel for how informal organizational power influences it.

Related Link:

• Leadership vs. Management: The Difference (Part II)

“In the modern world the stupid are cocksure while the intelligent are full of doubt.” -Bertrand Russell, from his essay ‘The Triumph of Stupidity’, published in 1933.

Professors Justin Kruger and David Dunning provide supporting research. Their findings are categorically called the Dunning-Kruger Effect (DKE). In my earlier post about lying, we saw liars using confidence to encourage lies to take hold. Since confidence is a feeling that taps into our security needs, it naturally attracts us. Thus, a mother’s embrace is to a child what confidence is to an adult.

It seems natural though that those who are most competent should have the most confidence; but why does DKE claim the opposite? The incompetent don’t really know what they don’t know.

Imagine two generals. One sends his scouts out and finds no enemy forces. Another does the same and finds a force twice his size. Which general is going to feel more confident about his situation, the one with no enemy around or the one with? However, we then find out that the first general only sent his scouts out five miles while the second fifty miles. Which now? The answer doesn’t change because the first general didn’t know his scouts should have gone out fifty miles.

However, measuring competency isn’t as easy as measuring how far scouts ventured. The potential problems that concern the competent are staging far beyond a horizon the incompetent can’t see or don’t know exists. Thus, ignorance is not only blissful but confident.

Want proof? Next time you’re before a group of CEO’s ask how many of them believe their earnings growth over the last year is in the lower half of the group? You’ll get a number far less than 50% . . . maybe even 25%.

Related link: Why People Fail to Recognize Their Own Incompetence