Struggle with avoidance? We all avoid things sometimes. It’s natural.
Do you tend to bypass that difficult task? Put things off until later—or never? Steer clear of that difficult somebody? Change that uncomfortable subject? Put off that hard conversation? Sidestep that brewing conflict? Maybe you put off going to the doctor to get that concerning symptom checked out.
It’s like your life is a game of dodgeball. When things get thrown your way, you dodge, duck, dip, and dive.
If you’re like others, perhaps you avoid things not only via your behavior but also in terms of your thoughts and feelings.
Avoidance is natural, a coping mechanism. But it can become maladaptive when it’s overused or used in the wrong circumstances.
Many people avoid too many things and too often. Sometimes it isn’t a conscious choice per se. It’s stimulus-response. Challenge-avoid.
The problem is that things often end up getting worse because of it. And it can become programmed behavior, a habit of sorts, affecting many things in your life, from your performance and leadership to your relationships and self-respect.
Avoidance may make things easier now, but over time things tend to fester, becoming much worse over time. For example, it can lead to even more anxiety and concern because you’ve allowed things to deteriorate further. Avoidance can also be frustrating to others, like spouse or colleague, and make things worse for them too, leading to new conflicts.
In the end, avoiding something leaves the core problem unaddressed. Avoidance can become a way of life, a bad habit pattern, a vicious circle.
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We all fall into traps in life. Sometimes we’re not even aware of it, and we can’t get out of traps we don’t know we’re in. Evaluate yourself with our Traps Test.
Given all these damaging consequences, the question arises: What can you do about it?
Here are 17 ways you can break the bad habit of avoiding things:
1. Start by noticing your avoidance behaviors. If you start looking for them, you can bring them into your consciousness and begin addressing them intentionally. Such mindfulness is an important first step.
2. Seek the root cause of your avoidance behavior. What’s the deeper why behind it? Continue asking why until you’ve hit paydirt and there are no more deeper reasons. There are many possible reasons. Perhaps it just feels easier to avoid things than to deal with them? Maybe you’re afraid of looking bad or failing so you decide to avoid it instead? Perhaps you believe you can avoid the anxiety associated with people or things if you avoid them?
3. Process your emotions. Giving yourself an emotional outlet will help you refrain from maladaptive avoidance. Resist the temptation to bottle your feelings up. Find ways to release them instead. Talk through your feelings or try journaling. Get some exercise to change your physiological state.
4. Divide the problem you’re avoiding into smaller, more manageable chunks. That way, you’ll see that it’s not as intimidating.
5. Start with an easy task or small encounter to get momentum. This can also help you develop confidence.
6. Look for ways to boost your motivation for a better result, one that would leave avoidance in the dust. For example, consider all the ways that avoidance is holding you back from personal or professional excellence (e.g., by harming your relationships or impeding your progress toward goals). Or give yourself small rewards for addressing things.
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7. Reframe a situation to note the positives and refrain from focusing only on the negatives. For example, turn a problem you’re dreading into a puzzle you’re curious about solving.
8. Quiet yournegative self-talk. Give yourself some grace and don’t let avoidance become yet another reason to beat yourself up. Practice self-compassion and replace your negative self-talk with a more charitable interpretation (e.g., we’re all a work in progress).
9. Practice your communication skills. This will help prepare you to deal more effectively with tough situations as they arise. With good communication skills, you’ll be able to advocate for yourself more assertively, and you’ll be able to engage in what author Susan Scott calls “fierce conversations.”
10. Set a deadline for taking action. Commit to addressing it by a certain date and time so it doesn’t keep slipping into a squishy future that somehow never arrives.
11. Build action habits. Through consistent actions, you change your identity to a “doer.” You change your self-concept to someone who addresses things upfront instead of avoiding them. (See my article on “The Incredible Benefits of Being Action-Oriented.”)
“Inaction breeds doubt and fear. Action breeds confidence and courage.
If you want to conquer fear, do not sit home and think about it. Go out and get busy.”
-Dale Carnegie, writer and lecturer
12. Recognize that addressing something you’ve been avoiding can make you feel powerful. It can give you a sense of agency and accomplishment. Maybe it leads to momentum or greater confidence. Bear in mind that challenges can help you grow. They give you a chance to learn about yourself and others, all while developing your capabilities. With a growth mindset, you can view things that you previously avoided as opportunities for personal development and capacity-building.
Goal-Setting Template
Goals are the desired results we hope to achieve—the object of our effort and ambition. Goals are common in our life and work, but that doesn’t mean we’re good at setting and achieving them. Use this Goal-Setting Template to set your goals properly, based on the research and best practice.
13. Work on your problem-solving skills. If you get in the habit of creatively exploring ways to solve challenges instead of avoiding them, you’ll build a valuable capacity for it and also your confidence when it comes to facing up to challenging situations in the future. You can do this alone or with a trusted friend or colleague. It may help to write down some ideas to prime your brain and serve as a reminder.
14. Develop your tolerance and flexibility. Build your tolerance of difficult emotions while acknowledging that there are some situations that may be too taxing for you, at least for now. If you have rigid ideas about the ways things need to unfold, it can make you anxious. Work on embracing the unexpected and appreciating the different ways people approach things—and all the different ways things can get addressed.
15. Work on improving your coping skills and strategies. Try deep breathing and self-monitoring. Engage your “observer: (practice watching your thoughts and developing your awareness of feelings, emotions, impulses, and recurring behaviors). Or get in the habit of moving from the metaphorical dance floor and getting on the balcony in difficult situations, as Harvard leadership expert Ronald Heifetz advises. That means stepping back from the action and observing what’s going on from a higher perspective. Check in with your feelings. Get curious about the situation and ask yourself gentle, possibility-opening questions (e.g., “How might I address this? What would my best self do in this situation?”).
16. Resist your urge to avoid when it appears. Commit to being the kind of person who deals with things and not falling into the trap of avoidance.
17. Get support. Ask for help from a friend, mentor, coach, accountability partner, small group, and/or therapist.
Quality of Life Assessment to help you discover your strongest areas and the areas that need work and then act accordingly
Postscript: Inspirations on Addressing Avoidance
“Avoidance coping causes anxiety to snowball because when people use avoidance coping they typically end up experiencing more of the very thing they were trying to escape.” -Dr. Alice Boyes, PhD, author, The Anxiety Toolkit
“Avoidance is the best short-term strategy to escape conflict, and the best long-term strategy to ensure suffering.” -Brendon Burchard, author
“What you resist not only persists, but will grow in size.” -Carl Jung, Swiss psychiatrist
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Good nutrition, exercise, and sleep are three key drivers of our health and wellness.
No surprise there, but that doesn’t mean we’ve got them covered. In this article, we focus on great sleep for health, wellness, and great work. (We covered nutrition and exercise in previous articles.) Sleep is the “sleeper” of the three—often overlooked but hugely important. I used to focus mostly on exercise and nutrition but have recently come to see how sleep really is the linchpin.
“Sleep is the most underrated health habit.”
-Dr. Michael Roizen, chief wellness officer, Wellness Institute, Cleveland Clinic
Many People Struggle with Sleep
Many people struggle with not sleeping well. The National Sleep Foundation reports that about 40 million Americans have a chronic sleep disorder, 62% of U.S. adults have trouble sleeping at least a few nights a week, and 30% of Americans experience insomnia at some point over the course of a year. According to the U.S. Centers for Disease Control and Prevention, fewer than one in four U.S. high school students gets the recommended amount of sleep per night. (1)
Of course, this is a worldwide problem. According to the International Journal of Epidemiology, about 30% of adults report having had “some insomnia problems over the past year”—and about 10% report having chronic insomnia.
The Problem of Not Sleeping Well
There’s a reason why sleep deprivation is widely considered to be a form of torture. With poor sleep comes a wide range of risks and side effects. For example, it leads to a higher risk of chronic diseases like diabetes, heart disease, cancer, hypertension, obesity, and depression.
Sleep loss slows our metabolism and triggers food and sugar cravings. (2) It elevates cortisol, a key stress hormone, and scrambles our blood sugar.
Poor sleeps impairs our memory—both short- and long-term—including our ability to consolidate learning during the previous day. It downgrades our mood, negatively affecting our relationships and parenting. And it reduces our productivity.
“When you are tired, you are not yourself. Well, at least not the best version of yourself.”
-Shawn Stevenson, Sleep Smarter
Generally, sleep deprivation may facilitate or intensify all sorts of problems, including:
accidents
addictive behaviors
anxiety
appearance issues (e.g., dark circles under our eyes)
appetite surges
attention problems
blood pressure problems
concentration problems
confusion
depression
reduced enthusiasm about positive events
headaches
increased stress hormone levels
immune system suppression
impulsiveness
irritability
lower libido and sexual health in both sexes
memory lapses or loss
motivation drops
obesity
relationship problems
violent behavior
temper tantrums in children (and some adults)
“Without enough sleep, we all become tall two-year-olds.”
-JoJo Jensen
According to a study in The Lancet, surgeons who had not slept the previous night took 14% longer to complete a task and made 20% more errors than those who had a full night’s sleep.
Effects of Poor Sleep on Leaders
For leaders, poor sleep can be an occupational hazard—especially if they work in an organization with a culture of burnout.
Too many leaders brush this aside. “Sleep is for wimps,” they say, or “I’ll sleep when I’m dead.”
“The Western workplace culture… is practically fueled by stress, sleep deprivation, and burnout.”
-Arianna Huffington, Thrive
Unfortunately, poor sleep negatively affects skills and capacities that are important for leadership effectiveness, including:
ability to focus
cognitive speed
decision-making capacity
mathematical processing
performance on tasks
In a nutshell, being tired is a terrible state for leading and living. Importantly, sleep deprivation also makes us less ethical, according to researchers, in part by reducing our resistance to pressure. In his book, Sleep Smarter, Shawn Stevenson notes that when we don’t sleep, our parietal lobe and prefrontal cortex lose a significant amount of their glucose, impacting our social control and ability to tell the difference between right and wrong.
According to researchers Christopher Barnes, Brian Gunia, and Sunita Sah writing in their Harvard Business Review article, “people who didn’t sleep well the previous night can often act unethically, even if they aren’t unethical people.” In an experimental study, tired participants (after an all-nighter) were given the opportunity to play along with a lie to earn money. The result? Tired participants were more likely to abandon their morals for cash.
Author Ruth Haley Barton, founder of the Transforming Center, distinguishes between what she calls “good tired” and “dangerous tired”:
“Dangerous tired is an atmospheric condition of the soul that is volatile and portends the risk of great destruction. It is a chronic inner fatigue accumulating over months (and sometimes years)…. it can actually be masked by excessive activity and compulsive overworking. When we are dangerously tired we feel out of control, compelled to constant activity by inner impulses that we may not even be aware of. For some reason we can’t name, we’re not able to linger and relax over a cup of coffee. We can’t keep from checking voice-mail or e-mail ‘just one more time’ before we leave the office or before we go to bed at night.”
Our state of sleep deprivation impairs our judgment and can bring out the worst in us, causing damage to our health, families, teams, and organizations. (See my article, “The Problem with Tired Leaders.”)
“We continue to live by a remarkably durable myth: sleeping one hour less will give us one more hour of productivity. In reality, the research suggests that even small amounts of sleep deprivation take a significant toll on our health, our mood, our cognitive capacity, and our productivity.” -Tony Schwartz, “Sleep Is More Important than Food,” Harvard Business Review, March 3, 2011
Take the Traps Test
We all fall into traps in life. Sometimes we’re not even aware of it, and we can’t get out of traps we don’t know we’re in. Evaluate yourself with our Traps Test.
By contrast, quality sleep comes with an incredible array of benefits. For example, it has positive effects on:
appearance
bones
cognitive function
disease prevention
emotional regeneration
hormonal balance
immune system function
inflammation (reduction)
longevity
memory
performance
relationships
sexual function, including desire and arousal
skin health
stress resilience
weight loss
“Sleep… will magnify the results you get from your food and movement in the most amazing way if you allow it to…. Sleep is the secret sauce. There isn’t one facet of your mental, emotional, or physical performance that’s not affected by the quality of your sleep.” -Shawn Stevenson, Sleep Smarter
Good sleep is also a driver of athletic performance. It’s no secret that top organizations, from the U.S. Olympic Committee to professional sports teams, as well as athletes (including LeBron James, Tom Brady, Kobe Bryant, and Michael Phelps), musicians, and artists, have worked to tap into the amazing power of great sleep. Stanford University researchers tested members of the men’s varsity basketball team after increasing the amount of sleep they got and discovered the following:
increased speed (faster sprint times)
improved shooting (9% improvement in free-throw and three-point shooting)
faster reaction times
less fatigue
improvement in mood and overall physical wellbeing
According to Cheri Mah, a researcher at the Stanford Sleep Disorders Clinic, “What these findings suggest is that these athletes were operating at a sub-optimal level” before their sleep time was extended. “They’d accumulated a sleep debt…. It’s not that they couldn’t function… but that they might not have been at their full potential.”
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So how should we go about it? Here are top strategies for getting great sleep:
Make sleep a priority, since it affects everything we do so profoundly. Turn the good sleep practices below into rituals and habits. Reject a “grind culture” at your office or a mentality of toughing out late nights.
Get enough sleep, consistently. Most adults need between 7 and 9 hours of sleep per night. (1) Find out what works best for you by learning to listen to your body. If in doubt, start by increasing sleep by just 30 minutes for a few days and see how it feels—or take a short nap (20-30 minutes) during the day, if possible.
Awaken early in the morning. According to researchers, waking early can help reduce negative thoughts and set us up for better quality sleep the next night. Also, “night owls” tend to sleep less overall than early risers, and they’re more likely to develop sleep disorders.
Get adequate sunlight during the day—including some sunlight as early as possible after waking up. Our sleep cycle depends in part on the amount of sunlight we get. Not getting enough sunlight can disrupt our circadian timing system.
Get adequate exercise. When we sleep, our body releases many beneficial hormones and does the repair work necessary for us to benefit from our workouts. The relationship between sleep and exercise is powerful—and bidirectional. Getting good exercise—including strength training two or three times a week—helps us sleep better, and getting good sleep helps us exercise and perform better. Morning workouts are ideal for the best sleep, so be sure to move in the morning even if you do your main workout in the afternoon. When we exercise early in the day, it gets us in a good cortisol cycle. Meanwhile, exercising too late in the evening raises our temperature, which can make it harder to fall asleep.
Limit screen time, especially before bed. According to researchers, using electronic devices before bed can negatively affect our alertness and our circadian clock. Shawn Stevenson notes that eliminating screen time at night is “likely the number one thing you can do to improve your sleep quality immediately.” If we shut off all screens at least 90 minutes before bedtime, we help our bodies normalize our natural melatonin and cortisol levels. Little things like blue light blockers and “Do Not Disturb” phone settings can go a long way.
Manage caffeine intake and set a caffeine curfew. Caffeine is a powerful stimulant that excites our nervous system, and it causes our adrenal glands to produce adrenaline and cortisol, both of which work against our sleep. If taken in excess, caffeine can make us jittery and can cause insomnia. It has a “half-life” of between five to eight hours. Avoid energy drinks because they provide excessive amounts of caffeine (e.g., 80-300mg) and use natural sources (e.g., green and black tea or coffee) instead. According to many experts, most people need a caffeine curfew of 2:00 p.m. (3)
Calm our inner chatter. Many people have difficulty falling asleep because their mental wheels won’t stop spinning. Many struggle with overthinking, rumination, and worrying. Simple calming or relaxation techniques can go a long way. For example, try deep breathing or meditation, or listen to calming apps (e.g., the Calm app), stories, or audiobooks.
“A ruffled mind makes a restless pillow.”
-Charlotte Bronte, English novelist
Create a sleep sanctuary—a cozy place that your mind and body associate with rest and sleep. That begins with a comfortable bed with a quality mattress, sheets, pillows, and blankets. Set it up for peace, quiet, and comfort.
Create a relaxing bedtime ritual. Start winding down 30 to 45 minutes before bed. Do something relaxing, like listening to light music, journaling, or reading a book (ideally, fiction, poetry, or something spiritual—and not something that will generate stressful thoughts about work).
“A bedtime ritual teaches the brain to become familiar with sleep times and wake times.
It programs the brain and internal body clock to get used to a set routine.”
-Jessica Alexander, National Bed Federation
Maintain a regular bedtime. Keeping a consistent sleep schedule (both going to bed and arising in the morning—even on weekends) can dramatically improve our sleep quality because our body gets into a good sleep rhythm.
Set an eating and snacking curfew well before bedtime. It’s best to give our bodies at least 90 minutes to digest food before bedtime—and even better with more time.
Avoid or reduce alcohol consumption. Alcohol can significantly disrupt our REM sleep and prevent our brain and body from fully rejuvenating. When we do consume alcohol, it’s best to stop at least three hours before bedtime.
Remove devices from the bedroom. According to a 2023 Reviews.org survey of 1,000 Americans, 60% sleep with their phone by their sides (e.g., nightstand) at night, and many check alerts and notifications in the middle of the night, seriously disrupting their sleep. Watching television before bed also disrupts our sleep cycle.
Make sure it’s dark when we sleep. Light sources can disrupt our sleep patterns significantly by throwing our biological clock out of whack. We sleep better when it’s dark enough that we can’t see our hand in front of our face. Blackout curtains are a good investment.
Maintain a cool temperature in the bedroom—ideally, between 60-68 degrees Fahrenheit, or 16-20 degrees Celsius.
Use technology to measure sleep duration and quality (e.g., sleep tracking devices), and make adjustments accordingly.
What to Do If You’re Having Trouble Falling Asleep
If you’re having trouble falling asleep, get up out of bed after a while and go do something relaxing (without a screen), instead of just lying there and getting frustrated. If there’s a lot on your mind, such as unfinished projects or ideas about how to address a problem, write it down. That way, you can avoid having your working memory churning on it. (A caution: Don’t try to suppress unwanted thoughts because that only makes it worse. Consider scheduling worry time in the afternoon and writing down worries and stressors so they’re captured on paper—leaving no need for your mind to keep spinning on them. See my article, “What to Do About Overthinking, Rumination, and Worrying.”
Other recommended practices:
Think of three things you’re grateful for about your day while lying in bed.
Count backward from 100 to zero as slowly as possible.
Check with your doctor for underlying sleep conditions (e.g., sleep apnea) if the problem persists.
When needed, take natural, herbal supplements (e.g., nighttime tea with chamomile)—and don’t go straight to sleeping pills or melatonin. (4)
Conclusion
In the end, sleep is pivotal to everything we do. It affects everything. If “sitting is the new smoking,” as they way, then sleep is the new cool. So hit that pillow without guilt and enjoy the experience of life when we feel rested, fresh, calm, energized, and ready for the day. Our lives are too important to spend them in a foggy state of fatigue.
Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.
“Sleep is a necessary part of life, though most of us scrape by with as little as possible. Most physicians and public health officials ignore it as a cornerstone of optimal health…. It turns out that sleep can make or break your ability to lose weight, age slowly, prevent cancer, and perform at a high level.” -Dr. Sara Gottfried, physician-scientist
“Sleep is the golden chain that ties health and our bodies together.” -Thomas Dekker, English dramatist
“Proper sleep has helped me get to where I am today as an athlete, and it is something that I continue to rely on every day.” -Tom Brady, American football quarterback and champion
“A good laugh and a long sleep are the best cures in the doctor’s book.” -Irish proverb
“Never waste any time you can spend sleeping.” -Frank H. Knight, economist
“The best bridge between despair and hope is a good night’s sleep.” -E. Joseph Cossman, inventor, entrepreneur, and author
“When you’re sleep deprived at work, it’s much easier to simply go along with unethical suggestions from your boss because resistance takes effort and you’re already worn down.” -David Welsh, a University of Washington professor
“With too little sleep, people do things that no CEO in his or her right mind would allow.” -Dr. Charles Czeisler, Professor of Sleep Medicine, Harvard Medical School
“Tired officers are always pessimists.” -General George S. Patton, World War II U.S. Army General
“Fatigue makes cowards of us all.” -Vince Lombardi, legendary football coach
“Every important mistake I’ve made in my life, I’ve made because I was too tired.” -Bill Clinton, former U.S. president (famous for getting five hours of sleep a night)
“It is a common experience that a problem difficult at night is resolved in the morning after the committee of sleep has worked on it.” -John Steinbeck, writer
References
(1) Most teens should get between eight and ten hours of sleep, according to the National Sleep Foundation. The amount of sleep we need changes throughout our life. Here are guidelines for recommended amounts of sleep by age group:
newborns: 14-17 hours
infants: 12-15 hours
toddlers: 11-14 hours
preschoolers: 10-13 hours
school-aged children: 9-11 hours
teenagers: 8-10 hours
adults: 7-9 hours
(2) Sleep deprivation triggers higher activity in our amygdala, an emotional and reactive part of the brain associated with our motivation to eat. Also, it reduces activity in the more advanced parts of the brain associated with judgment, maintaining social appropriateness, social control, and decision-making.
(3) Those who take too much caffeine are wise to consider reducing it gradually, because it can have withdrawal symptoms, including headaches, nervousness, and fatigue. Few people realize that decaffeinated coffee actually contains some caffeine (e.g., 2 to 15 milligrams), though much less than regular coffee.
(4) Stevenson points out that many experts agree that melatonin supplements can be very effective for some people, but it’s a hormone that has a risk of potential problems, including down-regulating our body’s natural ability to use melatonin on its own and creating a dependency. Many people turn to sleeping pills prematurely without understanding the causes of their sleep problems (e.g., too much caffeine, irregular schedule, anxiety, depression, chronic stress, physical problems, side effects from other medications, etc.).
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We don’t need to look at the data on “quiet quitting” and the “great resignation” to understand that many workers today feel undervalued and underappreciated. They feel like disposable widgets in a heartless organization.
Though recognition is a fundamental human need, many managers think that having a job and salary with benefits should be thanks enough for their workers. Those managers may not only be stressed but also unappreciated themselves.
But they’re missing something fundamental. In a previous article, “The Trap of Not Being Grateful for What We Have,” we saw that gratitude can lead to better moods, more happiness, better sleep, lower blood pressure, less stress, and more
What about gratitude at work?
10 Benefits of Gratitude in the Workplace
According to researchers, gratitude and appreciation in the workplace can:
help make workers more enthusiastic about their work and motivated to do a better job
help reduce employee turnover
produce more trust and teamwork
generate higher job satisfaction
lead to better performance
“…study after study has shown that no one is immune from the motivating effects of acknowledgement and thanks.”
–Mark Goulston, “How to Give a Meaningful ‘Thank You,’” Harvard Business Review, February 2013
Here’s a sample of some of the research on gratitude and recognition in the workplace:
According to a 2023 Great Place to Work survey, recognition was named by workers as the most important driver of great work.
In a Glassdoor survey, 81% of workers reported they’re motivated to work harder when their manager shows appreciation for their work.
In another survey, 40% of working Americans say they’d put more energy into their work if they were recognized more often for their efforts.
“Research on gratitude and appreciation demonstrates that when employees feel valued, they have high job satisfaction, are willing to work longer hours, engage in productive relationships with co-workers and supervisors, are motivated to do their best, and work towards achieving the company’s goals.”
–Christine M. Riordan, “Foster a Culture of Gratitude,” Harvard Business Review, April 2013
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The Problem with Lacking Gratitude and Recognition
It also cuts the other way. Problems abound when gratitude and recognition are missing at work.
In a January 2023 Workhuman report, 46% of workers reported feeling only somewhat valued and 11% reported not feeling valued at all in their workplaces. What’s more, those numbers are worse for women and workers of color, with 48.8% of women and 49.3% of workers of color reporting that they feel undervalued.
According to a 2023 Wakefield survey of 400 U.S. adults, 42% of workers overall say their organization lacks the strong culture of appreciation that’s essential for their success. It also found that workers who feel appreciated are more than seven times more likely to feel completely secure in their jobs.
In a 2022 poll, 59% of workers reported that they’ve never had a boss who truly appreciates their work, and 29% say they’d willingly give up a weeks’ worth of pay for more recognition from their employer.
According to a 2021 survey of 1,417 American workers, 49% of the workers said they had quit a job before because of a lack of recognition. And according to a study of 1,714 adults conducted by Harris Interactive for the American Psychological Association, half of all workers who say that they do not feel valued at work reported that they intend to look for a new job in the next year.
“People may take a job for more money, but they often leave it for more recognition.”
-Dr. Bob Nelson
8 Ways to Bring More Gratitude into Our Workplaces
Worker recognition is a $46 billion market globally. Based on the data above, though, it’s clear that many managers and or have much work to do on this important front.
According to a Templeton Foundation survey, of all the places people express gratitude, workplaces are among the places where people are least likely to express it. What a shame.
What to do? Below is a punch list of gratitude-related workplace practices. (As you read through it, use it as a checklist to determine how you’re doing in each area—and consider getting input from your team as well.)
Employ simple expressions of appreciation via notes, letters, or emails. These can be surprisingly powerful for the recipient, especially since many people almost never receive thanks or praise in the workplace.
Launch appreciation programs and success celebrations (e.g., of accomplishments, launches, retirements, etc.) via events, newsletter features, appreciation parties, etc.
Create opportunities for workers to interact with their customers, users, or other beneficiaries of their products and services. This helps them get a sense of the value experienced.
Give simple gifts or rewards. This can be free meals, gift cards, event tickets, or company swag (tech accessories, bags, drinkware).
Encourage peer-to-peer recognition among workers. This can be done via thank-you notes or in meetings.
Give gratitude journals to workers to help them keep gratitude top of mind.
Educate workers about the benefits of gratitude and the many different gratitude practices they can consider. Distribute blogs, articles, videos, or books. (See my previous article, “The Trap of Not Being Grateful for What We Have.”)
Initiate a 30-Day Gratitude Challenge. Some tips on how to go about it:
Make an organization-wide announcement so people understand what it is and how it will work.
Ensure that the senior management team is actively involved with and communicating about it far and wide.
Promote it creatively via promotional materials (posters, flyers, etc.) and social media.
Consider providing incentives for participation, such as gift cards, meals, or a half-day Friday.
“Take time to appreciate employees and they will reciprocate in a thousand ways.”
–Dr. Bob Nelson, expert on worker recognition
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In addition to the “what” of workplace gratitude and recognition efforts, it’s also important to think about the “how.” Some tips:
Workplace gratitude and recognition efforts don’t have to be big and complicated. They’re often better when they’re simple and straightforward.
Recognize people and express gratitude to them both in private sometimes and in public other times. Both are necessary.
Thank people at key moments. It can be in the middle of a big push, during a stressful period, or after a big win. Pay attention to timing. Thank people immediately or very soon after the relevant action.
Express appreciation for going above and beyond the call of duty. Acknowledge the effort and sacrifices involved with their work. Share what it means to you and the organization.
Ensure expressions of appreciation are specific, relevant, and authentic. They can also be spontaneous. Standard, generic thank-you’s can be counterproductive.
Personalize the thanks and recognition. Tailor them to the recipient.
Pay attention to frequency. Many leaders don’t recognize and thank their people nearly enough. Researchers* have identified three levels of gratitude in the workplace:
Episodic gratitude, in which workers feel grateful for a particular experience.
Persistent gratitude, in which workers have a stable tendency to feel grateful for their organization or work context.
Collective gratitude, in which many, most, or all the members of an organization feel persistent gratitude. Why not shoot for more persistent and collective gratitude?
Add in some creativity and fun. Many of us have sterile and joyless workplaces that lack life and heart. What a shame. In their book, The 15 Commitments of Conscious Leadership, Jim Dethmer, Diana Chapman, and Kaley Warner Klemp noted a clever example in which a couple weeks before the year-end holiday party, the organization asked workers to write three to five qualities that they most appreciated about each member of their team. The organization gathered all the qualities listed for each person and turned them into a word cloud. At the party, the word clouds were displayed anonymously around the room, with names hidden. Workers were asked to guess which word cloud was theirs, and they held a contest to see how many people could be correctly identified via the word clouds.
Smart leaders also build celebrations into the rhythm of their organizations. In their book, Corporate Celebration: Play, Purpose, and Profit at Work, Terrence Deal and M. K. Key outline different types of celebration at work, including:
Celebrations with seasonal themes or organizational anniversaries
Recognition ceremonies
Celebrations of collective accomplishments (e.g., new office or product launch)
Personal transitions: entrances and exits
Make sure no one is left out in the larger scheme of gratitude and recognition efforts over time. Appreciation is especially important for front-line workers who often bear the brunt of customer complaints. Think of salespeople, service personnel, customer support staff, and call center workers—and how cruel and vindictive stressed-out customers can be sometimes.
Take the Traps Test
We all fall into traps in life. Sometimes we’re not even aware of it, and we can’t get out of traps we don’t know we’re in. Evaluate yourself with our Traps Test.
The benefits of gratitude are clear and powerful, but as with most things, there are some nuances to consider. In some cases, dynamics around gratitude can become problematic, according to researchers. For example, it can cause resentment if gratitude becomes like a type of currency in a relationship or team, with one or more people feeling underpaid or exploited. Also, those who receive large gifts or favors may struggle to establish appropriate boundaries, in part due to expectations around reciprocity.
We should also be wary of gratitude that’s based on flawed foundations like obligation, shame, or guilt. Some people, including narcissistic or toxic leaders, may seek to manipulate people via gratitude. For example, if we feel we should be grateful to our boss for our job, it can make us blind to their flaws and harms. That gratitude can also make us more willing to violate our values to protect them if they misbehave.
Researchers have also found that gratitude in the workplace can solidify existing power structures, with low-power group members dependent on high-power ones, and high-power group members pacifying low-power group members with expressions of gratitude. (For more on this, see “Gratitude Traps: Why We Should be Critical of Gratefulness.”)
Conclusion
Too many workers today feel undervalued and unappreciated. Gratitude and recognition are key components leaders can employ to humanize the workplace, giving people a sense of pride and belonging for their efforts and contributions.
Reflection Questions
How are you doing when it comes to recognizing and thanking your colleagues?
Have you checked with your team or surveyed your organization to determine how well you’re doing with gratitude and recognition—and in which areas you need work?
What more will you do on this important front, starting today?
Personal Values Exercise
Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.
Postscript: Inspirations on Gratitude in the Workplace
“When a manager recognizes an employee’s behavior, personally and sincerely, both feel proud, gratified, and happy. There’s a human connection that transcends the immediate culture to create a shared bond. The power of this bond is stronger than you might think; indeed, it’s the power that holds together great organizational cultures.” -Erik Mosley and Derek Irvine
“Employees who report receiving recognition and praise within the last seven days show increased productivity, get higher scores from customers, and have better safety records. They’re just more engaged at work.” -Tom Rath, author and consultant
“The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.” -Max DePree, former CEO of Herman Miller and leadership author
* Source: Fehr, Ryan & Fulmer, Ashley & Awtrey, Eli & Miller, Jared. (2016). The Grateful Workplace: A Multilevel Model of Gratitude in Organizations. The Academy of Management Review. 42. See also Waters, L. (2012). Predicting Job Satisfaction: Contributions of Individual Gratitude and Institutionalized Gratitude. Psychology, 3, 1174-1176.
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What self-deception is, including examples and signs of it, where it comes from, its high costs (as well as some benefits), how it degrades our leadership, and what to do about it.
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We all do it. We engage in self-deception—hiding the truth from ourselves about our true feelings, motives, or circumstances. When we’re deceiving ourselves, we’re denying evidence, logic, or reality and rationalizing choices or behaviors to serve a false narrative. We’re not seeing or viewing things accurately. Our self-deception can be conscious or unconscious, controlled or automatic, acute or chronic.
“You can fool yourself, you know. You’d think it’s impossible, but it turns out it’s the easiest thing of all.”
-Jodi Picoult, Vanishing Acts
Self-deception is often a defense mechanism used for self-protection, and it can be used for self-enhancement. But it often becomes a form of self-sabotage and betrayal because it denies reality. When we deceive ourselves, we become our own enemy posing as a friend. Self-deception can involve denial of hard truths, minimization of painful matters, or projection of fault onto others.
“We do not deal much in fact when we are contemplating ourselves.”
-Mark Twain
Examples of Self-Deception in Action
Self-deception is tricky because we’re often not aware of it when we’re doing it. (That’s how good we are at it.)
But if we took the time to look for it earnestly, we’d likely find many examples of it in our lives. For example, we may be pretending we still like a job or career when we don’t anymore or concealing our disappointment in ourselves for giving up on our dreams and goals.
Other examples of self-deception in action:
a dreamer who keeps postponing big plans with excuses about not having enough time or it not being the right time to start
a young single who keeps reading way too much into casual acts by a romantic interest
a spouse who keeps focusing on his partner’s faults and ignoring his own issues
a worker who spins self-serving tales about why others are getting raises and promotions
a person whose wishful thinking about credit-card debt or college loans starts to cause big problems
a spouse who looks the other way when there’s clear evidence of infidelity or violence, or a spouse who rationalizes his or her own deception
an addict who believes her addictions are under control*
What are we hiding from ourselves? What truths are we running from?
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feel defensive or threatened when people challenge us
Our self-deception usually comes with a fair amount of discomfort and anxiety, in part because of the cognitive dissonance we experience when we do it. (Cognitive dissonance is the mental discomfort we feel when we hold conflict believes, values, or attitudes or when there’s a disconnect between what we believe and how we behave.)
“The first principle is that you must not fool yourself—and you are the easiest person to fool.”
-Richard Feynman, theoretical physicist
Where Our Self-Deception Comes From
Where does our self-deception come from? It has many potential origins. For example, it can come from:
our upbringing or culture programming (seeing instances of self-deception from our parents or others)
lacking confidence (lying to ourselves to compensate for insecurity)
fear of judgment from others (deceiving ourselves with stories and rationalizations that prevent us from facing that harsh music)
wanting to please others (rationalizing the downplaying of our own needs so we can stay in their good graces)
wanting to impress others (kidding ourselves into believing we’re better than we are while downplaying our flaws)
wanting to avoid painful thoughts or experiences (e.g., after we’ve endured hardship or trauma)
preferring the convenience of an easy delusion over a hard truth
We may engage in self-deception out of anxiety, neediness, desire, or other powerful emotions. As humans, we have emotional attachments to many beliefs, some of which may be irrational. Our self-deception can serve as a coping mechanism for strong feelings of shame about our actions, feelings, or habits.
On the plus side, self-deception can make us feel better about ourselves and help us maintain our confidence in the face of challenges and setbacks. But it can also help us avoid taking responsibility for our actions.
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cause us to lose sight of who we really are and what’s real because we’ve been deceiving ourselves so long
aggravate our worry and anxiety because it leads to letting things deteriorate further
lead to numbing behaviors like binge-watching, overwork, drinking, overeating, and more
make us feel like a fraud
make us feel exhausted from all the mental gymnastics of lying to ourselves and trying to cover it up
lead to inaccurate judgments and poor decisions, since we’re going off of faulty data
make us feel shame and guilt
lead us to deceiving others often, not just ourselves
weaken our relationships
diminish our power and agency in directing our lives effectively
keep us trapped in bad or even dangerous habits, situations, or relationships
become a vicious circle and way of life, a bad habit pattern that keeps harming us in many areas
“Reality denied comes back to haunt.”
-Philip K. Dick, writer
In short, it can become a downward spiral leading to further self-deception and a host of other problems in our lives, many of which are quite serious. And the longer we do it, the more we believe the lies.
When we deceive ourselves, we start losing trust in ourselves. We no longer accept and trust ourselves or feel that we have a sense of control in our life.
“Some people spend their entire life in self-deception or denial, but the situations or circumstances that we are denying will usually get worse with time.”
-Terri Cole, Licensed Clinical Social Worker
According to researchers, when we’re not authentic, it makes us feel immoral and impure. According to Harvard Business School Professor Francesca Gino and her colleagues in their paper, “The Moral Value of Authenticity”:
“When participants recalled a time that they behaved inauthentically, rather than authentically, they felt more impure and less moral…. When people behave in ways that are inconsistent with their own sense of self, they feel morally tainted and engage in behaviors to compensate for these feelings.”
Are There Benefits of Self-Deception?
With all these costs associated with self-deception, it begs the question of why it exists at all. It turns out that there are some benefits of self-deception—in the right circumstances and amount. For example, according to some researchers, self-deception may:
help protect us as a coping mechanism or even survival tactic against painful or even intolerable emotions (e.g., after we’ve experienced trauma)
help us with our motivation when facing challenging situations
reduce cognitive load (the amount of information we can hold at one time in our brain’s working memory) in some circumstances, thus helping to conserve cognitive resources**
In addition, in a 1979 study, researchers noted that depressed people tend to assess their strong and weak points and recall negative criticisms more realistically (with less self-deception), while nondepressed people typically view themselves favorably and underestimate how often others judge them unfavorably. It makes sense that, if self-deception leads to more favorable self-assessments, that can lead to positive feelings that contribute to wellbeing.
In the end, though, many acts of self-deception will end up harming us in the long run if we let them continue.
“Everyone self-deceives, but that doesn’t make it harmless. At high levels, it is associated with poor mental health. At moderate levels, it can temporarily protect the self-deceiver from bad feelings but still presents a barrier to the deep well-being that comes from living with integrity. To be really happy, we must learn to be completely honest with ourselves.” -Arthur Brooks, “Quit Lying to Yourself,” The Atlantic
How Self-Deception Affects Our Leadership
In the workplace, self-deception can inhibit our effectiveness and degrade our leadership. For example, it can:
limit our growth and potential since we’re not facing up to our weaknesses
prevent us from seeing beyond our own opinions and priorities
lead to unethical decisions and behaviors, including justifying poor behavior, such as intimidation, harassment, or bullying
inhibit our leadership effectiveness and thus organizational productivity
lead to crises because we’re in denial about problems and our own role in them
“If you want to be successful, you must respect one rule: Never lie to yourself!”
–Paolo Coelho, Brazilian novelist
Evolutionary biologist Robert Trivers has developed a theory of “self-deception in the service of deception”—a dangerous loop in which people like deceptive and toxic leaders can be so good at deceiving themselves about things that it makes them more effective in deceiving others, because they don’t show the telltale signs of lying. They’re so good at lying to themselves that it makes them adept at lying to others and remaining somehow credible to them.
“…if a liar can deceive himself into believing he is telling the truth, he will be far more effective in convincing others.”
-Daniel Kriegman, Robert Trivers, and Malcom Slavin
Trivers calls this “hiding the truth from yourself to hide it more deeply from others,” and he notes that it can lead to “predatory deception” and exploitation. (It’s noteworthy that self-deception plays a major role in medical conditions such as narcissistic personality disorder and borderline personality disorder.)
It doesn’t stop there. In the Arbinger Institute’s book, Leadership and Self-Deception, the authors write, “Whether at work or at home, self-deception obscures the truth about ourselves, corrupts our view of others and our circumstances, and inhibits our ability to make wise and helpful decisions…. Of all the problems in organizations, self-deception is the most common, and the most damaging.”
The authors point out that that self-deception can lead to treating people like objects because we view their needs as less important than our own, inflating our own virtues and other people’s faults, and a vicious cycle of mutual blame and mistreatment.
They also point out that it’s contagious. The more self-deception occurs, the more it will spread to others.
So what can leaders do to mitigate the negative effects of self-deception? A few things: First, be wary of praise, noting that most people are suckers for praise and that it can distort our perceptions and inflate our ego. Second, be open to tough feedback, especially when we find ourselves resisting it. Third, solicit feedback proactively and regularly, including structured and confidential 360-degree feedback.
“We’re all liars…Entrepreneurs are particularly good at lying to themselves. Entrepreneurs are the most delusional of all.”
-Alistair Croll and Benjamin Yoskovitz, Lean Analytics
What to Do About It
Though self-deception is a common and vexing problem, there are many things we can do to address it:
be on the lookout for examples of it in our own life so we can begin to address it
commit to being fully honest with ourselves and “fierce with reality,” as educator Parker Palmer advises
engage in regular self-reflection and build self-awareness so that we have a clear sense of who we are, what motivates us, and what trips us up
work to understand the root causes that led us to start deceiving ourselves
reflect on our fears and where they come from and how they show up in our lives
work on our self-acceptance, especially on accepting our flaws
develop our confidence so that we truly believe that we’re enough (and thus don’t need to lie to ourselves)
remain open to changing our mind about things as we obtain new information or perspectives
seek help with being honest with ourselves from trusted friends and colleagues or a coach or mentor
when we find ourselves blaming others, shift our focus from the faults of others to ideas about how we can help them
journal openly and freely, with stream-of-consciousness observations and reflections (the privacy of our journaling may help us be more fully honest with ourselves)
Conclusion: The Benefits of Being Totally Honest with Ourselves
The work of moving from self-deception to fierce acceptance of truth and reality may not be easy, but it’s well worth it. In the process, we’ll start trusting ourselves again and develop our self-acceptance as well as our authenticity.
Meanwhile, we can develop our emotional intelligence, connect more genuinely with others, set a good example by being honest and self-aware, and get better results in our chosen endeavors.
Reflection Questions
To what extent are you engaging in self-deception—and in which areas?
Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.
Zoe Chance and Michael Norton, “The what and why of self-deception,” Current Opinion in Psychology 2015, 6: 104-107.
Appendix: Self-Deception and Cognitive Biases
Research from psychologists Daniel Kahneman, Amos Tversky, and many others has shown that we have many cognitive biases—systematic errors in thinking that influence how we make decisions—which can lead to distorted perceptions and faulty judgments. Cognitive biases manifest automatically and unconsciously over a wide range of our reasoning. Researchers have identified at least 58 cognitive biases and heuristics (the process by which we use mental shortcuts to arrive at decisions).
Examples of cognitive biases related to self-deception include:
Confirmation bias: our tendency to favor information that confirms our beliefs or hypotheses.
Overconfidence bias: our tendency to overestimate our abilities.
Illusion of control: overestimating our ability to control events.
Optimism bias: our tendency to overestimate favorable outcomes.
Planning fallacy: our tendency to underestimate the time, costs, and risks of future actions and to overestimate their benefits.
Positive illusion: our unrealistically favorable attitudes towards ourselves or those close to us.
Competition neglect: ignoring the likelihood of other entrepreneurs or competitors undertaking the same venture.
“Dunning–Kruger effect”: when people with low ability at a certain task overestimate their ability.
According to researchers, we tend to overestimate our positive attributes (e.g., intelligence, competence, attractiveness) and underestimate our negative ones (e.g., character flaws, mistakes). Some telling examples of self-deception and biases in action:
The vast majority of us consider ourselves above average.
Only 2% of high school seniors believe their leadership skills are below average; 70% report they’re above average.
25% of people believe they’re in the top 1% in their ability to get along with others.
94% of college professors say they’re doing above-average work.
For certain types of questions, answers that people rate as “99% certain” turn out to be wrong 40% of the time.
Sources: Chip and Dan Heath, Switch (Crown Business, 2010) and Adam Grant, Originals: How Non-Conformists Move the World (Penguin, 2016). Peter Borkenau and Anette Liebler, “Convergence of Stranger Ratings of Personality and Intelligence with Self-Ratings, Partner Ratings, and Measured Intelligence,” Journal of Personality and Social Psychology 65 (1993), 546-553. David Dunning et al., “Flawed Self-Assessment,” Psychological Science in the Public Interest 5 (2004).
Postscript: Inspirations on Avoiding Self-Deception
“All humans have self-deceptions.” -Harry C. Triandis, professor emeritus, University of Illinois in Champaign-Urbana
“To thine own self be true…. Thou canst not then be false to any man.” -Polonius to his son Laertes in “Hamlet” by William Shakespeare
“The ingenuity of self-deception is inexhaustible.” -Hannah More
“No one wants to be seen as a liar. Liars are considered untrustworthy at best and immoral at worst. And yet, we are perfectly content to lie to ourselves all the time.” -Arthur Brooks, “Quit Lying to Yourself,” The Atlantic
“Dishonesty is a trait that most of us have no problem pointing out in others. We feel a sense of anger, disgust, and mistrust towards those who try to deceive us…. Secretly, it feels good to point the finger at others because it makes us feel morally righteous. But here’s the truth: at the end of the day, most of us fail to see that we also lie—to ourselves—frequently…. Deception is such a despicable quality that we would rather disown it than face it honestly.” -Aletheia
“Being entirely honest with oneself is a good exercise.” -Sigmund Freud
“If I was lying on my deathbed and I had kept this secret and never ever did anything about it, I would be lying there saying, ‘You just blew your entire life. You never dealt with yourself,’ and I don’t want that to happen.” -Caitlyn Jenner
“…the ultimate self-help strategy, the one practice that could end all your suffering and get you all the way to happiness. Stop lying.” -Martha Beck in The Way of Integrity
“Our lives only improve when we are willing to take chances and the first and most difficult risk we can take is to be honest with ourselves.” -Walter Anderson
“Above all, don’t lie to yourself. The man who lies to himself and listens to his own lie comes to a point that he cannot distinguish the truth within him, or around him, and so loses all respect for himself and for others. And having no respect he ceases to love.” -Fyodor Dostoevsky, The Brothers Karamazov
“The lies we tell other people are nothing to the lies we tell ourselves.” -Derek Landy, Death Bringer
“We all practice self-deception to a degree; no man can handle complete honesty without being cut at each turn. There’s not enough room in a man’s head for sanity alongside each grief, each worry, each terror that he owns. I’m well used to burying such things in a dark cellar and moving on.” -Mark Lawrence, Prince of Fools
“Life out here is hard. We all try to get through the best way we can. But trust me, there’s not a single person here who isn’t lying to themselves about something.” -Jane Harper, The Lost Man
“Lying to ourselves is more deeply ingrained than lying to others.” -Fyodor Dostoevsky
“You can never be true to others, if you keep on lying to yourself.” -Gift Gugu Mona
“Honesty is the first chapter in the book of wisdom.” -Thomas Jefferson
* Researchers have observed that drug and alcohol addicts exhibit higher scores of self-deception. Martínez-González JM, Vilar López R, Becoña Iglesias E, Verdejo-García A. Self-deception as a mechanism for the maintenance of drug addiction. Psicothema. 2016; 28(1): 13-9.
** “Cognitive and emotional dissonance are difficult to hold. Self-deception allows us to hold onto this sense of coherence, even though it means we leave out some parts of the truth of who we are and live under some form of illusion.” -Ling Lam, PhD, licensed marriage and family therapist
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Here’s the thing: we all want to be better leaders.
But too often we focus on what to do as leaders while neglecting what not to do.
That’s where leadership derailers come in—the things that take us off track and inhibit our leadership effectiveness. If we want to be good leaders, we must be aware of our derailers and begin working on them.
“Most books about leadership tell us what a person ought to do to become effective and powerful. Few tell us what to avoid. But the latter may be even more valuable because many people on the road to success are tripped up by their mistakes and weaknesses.” –David Gergen, political commentator and senior advisor to four U.S. presidents, from his book, Eyewitness to Power
10 Common Leadership Derailers
Here are ten common derailers, based on my research and work with leaders from many different industries, sectors, countries, and stages of career development:
Avoidance: avoiding difficult tasks, situations, or conflicts.
Burnout: becoming run-down and feeling exhausted, often due to lack of self-care.
Bottleneck: feeling you must make all decisions or taking on too much work yourself, causing delays.
Delegation: not entrusting tasks to others sufficiently, leading to reduced motivation.
Feedback: not providing feedback well or often enough, or not soliciting it enough or receiving it well.
Insecurity: lacking confidence about leading or feeling unqualified to lead; being unassertive.
Perfectionism: setting unrealistic expectations for yourself or others; needing things to be flawless.
Procrastination: putting things off until later or the last minute.
Short Game: failing to invest in the future and deciding important things without considering the long term.
Workaholism: being addicted to work and struggling to switch it off or stop thinking about it.
While these are common derailers, there are many more. In fact, I’ve identified more than sixty derailers that inhibit leadership effectiveness.
What are your top leadership derailers? And what will you do about them?
Take this assessment to identify what’s inhibiting your leadership effectiveness. A critical and often overlooked tool for your leadership development.
This always works best when colleagues openly discuss it together. We all have derailers. We all have work to do. So get real. And get busy with the important work of intentional leadership development. Reach out if you think I may be able to help.
–Gregg
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“Instead of learning from other people’s success, learn from their mistakes. Most of the people who fail share common reasons, whereas success can be attributed to various different kinds of reasons.” –Jack Ma, Chinese entrepreneur, investor, and philanthropist
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Credibility: the quality of being worthy of belief and trust
Credibility, which flows from character and competence, is one of the most essential aspects of leadership. High credibility is a tremendous asset for leaders seeking to achieve exceptional performance and positive impacts. Low credibility is devastating.
Credible leaders are straight with people, even about hard topics. They walk the talk and practice what they preach. They do what they say they will do and follow through on promises.
Think about what you have wanted from your leaders, parents, teachers, and coaches over the years. Next, think of the impact that credible leaders have had on your life. And think of the kind of leader you would want your children or best friend to work for.
Personal Values Exercise
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Leadership scholars James Kouzes and Barry Posner, authors of the best-selling classic, The Leadership Challenge, have been surveying people around the world for decades on the “Characteristics of Admired Leaders.” More than 100,000 people worldwide have responded, and the findings are powerful and surprisingly consistent across nations:
“In every survey we’ve conducted, honesty is selected more often than any other leadership characteristic. Overall, it emerges as the single most important factor in the leader-constituent relationship…. First and foremost, people want a leader who is honest…. “…people want to follow leaders who, more than anything, are credible. Credibility is the foundation of leadership. People must be able, above all else, to believe in their leaders. To willingly follow them, people must believe that the leaders’ word can be trusted.” -James Kouzes and Barry Posner, The Leadership Challenge
Table 1. Characteristics of Admired Leaders (% of respondents selecting each characteristic over time periods)
Leadership Derailers Assessment
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According to their research, when people perceive their manager to have high credibility, they are significantly more likely to:
Be proud to tell others they’re part of the organization
Feel a strong sense of team spirit
See their own personal values as consistent with those of the organization
Feel attached and committed to the organization
Have a sense of ownership of the organization
When they perceive their manager to have low credibility, they are significantly more likely to:
Produce only if carefully watched
Be motivated primarily by money
Say good things about the organization publicly but criticize it privately
Consider looking for another job if the organization experiences problems
Feel unsupported and unappreciated
That leads them to the Kouzes-Posner 1st Law of Leadership:
“If you don’t believe in the messenger, you won’t believe the message.”
And then to the Kouzes-Posner 2nd Law of Leadership:
DWYSYWD: “Do what you say you will do.”
Today we all face grave challenges, from the pandemic and economic crisis, with all their stresses and pressures, to competitive and technological disruption. Now more than ever we need credible leaders worthy of our belief and trust.
What are you doing to build leadership credibility?
“Credibility is a leader’s currency. With it, he or she is solvent; without it, he or she is bankrupt.” -John C. Maxwell, leadership author
Tools for You
Quality of Life Assessment so you can discover your strongest areas and the areas that need work, then act accordingly.
Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.
Scandals. Fraud. Abuse of power. Greed. Corruption. Tax evasion. Coverups.
Once rare occurrences, coming back to haunt us every decade or so, these are now front and center in our daily lives and our daily news cycle. We see them in government, in business, and even in nonprofits and some religious organizations.
It seems as if we are in a race to the bottom.
While these challenges and failings have always been with us, we are not particularly well equipped to deal with them, in part because we fail to understand their root causes—and to hack away at them.
obsession with an overarching goal. For example, Enron executives were a group of hyper-ambitious overachievers with something to prove about being number one. Many were ruthless and uninhibited about doing whatever it took to get there. For NASA, it was fixation with set-in-stone space shuttle launch dates, contributing to tragic explosions and loss of life. Some mountain climbers get “summit fever,” where they are so focused on reaching the top that they recklessly risk their own lives and those of their teams.
2. Rationalization:
attempting to explain or justify behavior with logical reasons, even when not appropriate. Sometimes values conflict (e.g., truth vs. loyalty). Rationalization entails choosing based on one “privileged feature” (e.g., total loyalty regardless of the truth). This creates “blind spots” in ethical thinking. Examples of rationalization are legion:
My boss told me to do it.
Everybody else is doing it.
It’s just this one time.
No one will find out.
It’s not my responsibility.
It’s not lying. (It’s just not telling the truth.)
We really need/deserve this.
I didn’t do anything. (I just looked the other way.)
You don’t understand the pressure we’re under.
“Business is business”: we’re just “maximizing shareholder value.”
“Politics is dirty”: we have to do this so we can do X, Y, Z….
“I… rationalized that what I was doing was OK, that it wasn’t going to hurt anybody.” / “I will live with this pain, with this torment, for the rest of my life.” –Bernie Madoff, former financier and operator of a Ponzi scheme considered the largest financial fraud in U.S. history
3. Detachment:
the sense of not being personally involved in something or of having no interest or stake. On ethical matters, Goodpaster raises the alarm when our actions are detached from our personal values. When detached, people bypass their heart and soul as they privilege only their head, and they anesthetize their humanity in the face of temptations to win or be perceived as successful. Here he draws on psychoanalyst and author Michael Maccoby, who warned that “careerism” was a self-destructive affliction suffered by many successful executives (and politicians, presumably), fueled by an obsession with winning and a “gamesman” view of all actions in terms of whether they will help you succeed in your career or campaign. The person detaches from his or her sense of identity (e.g., as a mother or father, citizen, etc.) and integrity, and one’s sense of self-worth becomes measured by performance in the market, game, or arena. Such detachment corrodes character and degrades mental health, with people leading divided lives between work and home.
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Two related dangers here are “ethical fading” and “moral disengagement”:
Ethical fading: “when the ethical aspects of a decision disappear from view,” such as when people focus so much on things like profitability or winning that they do not register unethical and illegal behavior (and the related aspects of harm, pain, conflict).
Moral disengagement: restructuring reality to make our actions seem less harmful than they are, convincing ourselves that ethical standards do not apply to us in a certain context, such as a political campaign. We mentally reframe destructive behavior as acceptable, and our brains are masterful at this misdirection.
Each one of these three symptoms is dangerous, but the real problem is that they converge into a single, terrible pattern. Goodpaster calls this “teleopathy”: the unbalanced pursuit of purpose. The word “teleopathy” combines two Greek roots: “teleo”: goal, target, or purpose; and “pathos”: disease or sickness.
We can think of it as a goal sickness—as being so focused on a goal that we pursue it destructively. Here’s the rationale:
We must win…. And we must be the best… We must rule.
Antidotes for Ethical Hazard
Thankfully, Goodpaster notes that there are “antidotes” for the three symptoms of ethical hazard:
1. From fixation to perspective.
We must see that our goals are part of a larger mission, the common good. We need to transcend our perpetual busyness and reactivity and build in reflection time, renewal rituals, and sanctuary. Without a larger and longer term perspective of community, duty, stewardship, and sustainability, we will spiral down in self-destructive patterns.
2. From rationalization to frankness.
Since our rationalizations tend to be subconscious, coming from the older and faster parts of our brain that do not engage our most advanced reasoning capacities in our prefrontal cortex, we need radical honesty and candor through searching and piercing dialogue and healthy conflict with colleagues who recognize the tremendous value of vetting and pressure-testing our ideas and decisions and inviting conversations about whether we are upholding our shared values. We need people who are willing to “speak truth to power,” even when they are a voice of one. Ideally, our organizational culture fosters such questioning and conflict, all in service of making wise decisions and proper actions.
3. From detachment to engagement.
This requires engaging our heart as well as our head. A powerful way to do that is to be clear about the higher purpose of the work you are doing (beyond winning a campaign or maximizing profits:
What will you do once elected?
What value can you create for all stakeholders through the profits you generate?
What positive impact can you have via serving others, and are you doing your part for the common good?
Now more than ever we need to identify and hack away at the root causes of our ethical failings and political dysfunction. We need to stop our senseless race to the bottom—in business with our myopic pursuit of profit and growth regardless of the consequences on people and planet, and in politics with our zero-sum game mentality of “I must win and you must lose” with all its attendant cynicism and disdain for fellow citizens who happen to disagree with us on some issues. We need to look for shared values and mutual interests instead of stoking mistrust, anger, and resentment. This race to the bottom is so dangerous because it threatens to destroy the very foundations of our communities and society. With perspective, frankness, engagement, and a healthy pursuit of shared purpose, we can redirect the race upward.
Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.
With a pandemic and all of its attendant human suffering, with economic devastation and so much loss of livelihood and dignity, with painful but overdue and much-needed conversations about structural and systematic racial injustice and inequity, and with so much division, disdain, and distrust, we need good leadership more than ever. Not because it is a cure-all, but because it is a prerequisite for stemming the crises, healing the wounds, and getting us moving in the right direction. Not just leadership at one level, but leadership at all levels of society and organizations. Not top-down, but leadership all around.
Yet too often we encounter not just mediocre but bad or even toxic leadership, the kind that not only fails to match the moment but that takes us in the wrong direction.
David Gergen, senior advisor to four U.S. presidents (from both parties), and author of Eyewitness to Power, wrote:
“Most books about leadership tell us what a person ought to do to become effective and powerful. Few tell us what to avoid. But the latter may be even more valuable because many people on the road to success are tripped up by their mistakes and weaknesses.”
No leader is perfect. We all have faults, flaws, blind spots, and shadow sides. But we have to understand and grapple with the problem of bad leadership if we are to figure out what kind of leadership is needed today and to develop the leaders needed for tomorrow.
Bad leadership comes in various degrees, starting with lacking desirable behaviors, moving to missing essential elements, and falling off a cliff when it comes to toxic leadership. We address each in turn below.
be overly rational and not sufficiently emotional, or vice versa
be impulsive, insecure, or intimidating
be overly optimistic or pessimistic
be perfectionist, people pleasers, or procrastinators
There are many derailers, and most leaders have multiple derailers. Those willing to learn and develop and can turn to coaches, mentors, advisors, feedback, training, books, and more.
Leadership Derailers Assessment
Take this assessment to identify what’s inhibiting your leadership effectiveness. A critical and often overlooked tool for your leadership development.
Some modern leadership frameworks can inform this discussion. Authentic leadership from Bill George incorporates purpose, values, commitment to relationships, self-discipline, and heart, and these in turn generate passion, connectedness, consistency, and compassion. It is easy to see how some leaders may struggle in some of these areas.
Relevant Leadership Frameworks
Servant leadership from Robert Greenleaf emphasizes that the leader’s essential role is to serve others—the team, the organization, the community, the nation, the world. At its best, servant leadership involves listening, empathy, persuasion, stewardship, commitment to people’s growth, and building community. Greenleaf wrote that its best test is this: “Do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” Again, it is easy to see how many leaders might fall short in some or many of these areas.
Transformational leadership (from James MacGregor Burns, Bernard M. Bass, Bruce Avolio, and others) causes significant change in individuals and social systems. In contrast with transactional leadership, which focuses on exchanges of expediency between leaders and followers via contingent rewards, transformational leadership involves emotional influence, vision and inspirational motivation, stimulation of creativity and reflections on values and beliefs, and consideration of the needs of followers. Clearly, this is a high standard, and many leaders fall short of it.
Leadership scholars James Kouzes and Barry Posner, authors of the best-selling classic, The Leadership Challenge, have been surveying people around the world for decades on the “Characteristics of Admired Leaders.” More than 100,000 people worldwide have responded, and the findings are powerful and surprisingly consistent across nations: “for over three decades, there are only four qualities that have always received more than 60 percent of the votes… for the majority of people to follow someone willingly, they want a leader who they believe is
Honest
Competent
Inspiring
Forward-looking”
Clearly, leaders who lack honesty, competence, inspiration, and the ability to rise out of the present moment and look forward are not ones who will motivate and bring out the best in their followers. Honesty and credibility were far and away at the top of the list of things people want from their leaders:
“In every survey we’ve conducted, honesty is selected more often than any other leadership characteristic. Overall, it emerges as the single most important factor in the leader-constituent relationship…. First and foremost, people want a leader who is honest…. people want to follow leaders who, more than anything, are credible. Credibility is the foundation of leadership. People must be able, above all else, to believe in their leaders. To willingly follow them, people must believe that the leader’s word can be trusted, that they are personally passionate and enthusiastic about the work, and that they have the knowledge and skill to lead.” -James Kouzes and Barry Posner, The Leadership Challenge
What we want from leaders can be greatly influenced by the context. For example, during a crisis we want leaders who show humanity and grace under pressure; seek credible information from a diverse array of experts; form a brilliant crisis response team; communicate reality, urgency, and hope; make themselves present, visible, and available; maintain radical focus; make big decisions fast; empower leaders at all levels; restore psychological stability as well as financial stability; use purpose and values as a guide; create a sense that people are all in it together; build operating rhythm with small wins; maintain a long-term perspective; and anticipate and shape the “new normal.”
Personal Values Exercise
Complete this exercise to identify your personal values. It will help you develop self-awareness, including clarity about what’s most important to you in life and work, and serve as a safe harbor for you to return to when things are tough.
Bad leadership gets much worse in a hurry when leaders are deeply flawed with what I call mega-derailers. In my experience, ego and fear are the mega-derailers that are most pernicious, and that underly many of the other derailers. Cynicism, derision, and hate are also candidates for this list.
In her book, Multipliers, researcher and executive advisor Liz Wiseman notes that some leaders are “diminishers” who stifle others for their own benefit and aggrandizement, as opposed to “multipliers” who use their intelligence to amplify the smarts and capabilities of those around them. Diminishers include:
Empire builders who hoard resources and underutilize talent
Tyrants who create anxiety and suppress thinking
Know-it-alls who showcase their own knowledge and tell people what to do
Decision makers who make abrupt decisions that confuse people through the attendant chaos
Micromanagers who take over and control things without trusting others to do their work
Importantly, Wiseman notes that there are also “accidental diminishers” who unintentionally shut down the intelligence and potential of others, for example by making others dependent on them by always rescuing them, overwhelming others with a flurry of ideas, consuming all the energy in the room, driving so hard or fast that others become passive spectators, or being so optimistic that others wonder if they appreciate struggles and risks.
Another version of bad leadership takes the benefits of transformational leadership noted above and twists it into pseudo-transformational leadership, which is characterized by self-serving yet inspirational leadership behaviors, discouraging independent thought in followers, and little caring for them. According to leadership scholars Bernard Bass and Ron Riggio, pseudo-transformational leaders are self-consumed, exploitative, and power-oriented, with warped moral values.
Recently, there has been increasing attention given to the “dark side of leadership,” often focused on narcissism (excessive need for admiration, disregard for others’ feelings, inability to handle criticism, and sense of entitlement), hubris (foolish pride or dangerous overconfidence), and exploitation (taking unfair advantage). To those we can add the scourges of bullying and harassment. And of course there is a long history of authoritarian and autocratic leadership, and unethical and criminal leadership.
Toxic leadership, according to Jean Lipman-Blumen of Claremont Graduate University and author of The Allure of Toxic Leaders, is “a process in which leaders, by dint of their destructive behavior and/or dysfunctional personal characteristics, inflict serious and enduring harm on their followers, their organizations, and non-followers, alike.”
Clearly, there is a range of bad leadership behaviors, ranging from mild to severe, but the important question remains as to why people continue to follow bad or toxic leaders.
Leadership Derailers Assessment
Take this assessment to identify what’s inhibiting your leadership effectiveness. A critical and often overlooked tool for your leadership development.
Some scholars have written about a “toxic triangle,” a confluence of leader, follower, and environmental factors that facilitate destructive patterns:
Toxic leaders: charisma, narcissism, power, negative life themes and ideology
Susceptible followers: unmet needs, low self-evaluation, ambition, similar world view
Conducive environments: instability, perceived threats, lack of effective institutions and checks and balances
For years, many have pointed to the allure of charisma (compelling attractiveness or charm that can inspire devotion in others) and charismatic leadership, with people seduced by leader characteristics such as wealth, power, or confidence. We can also look at the “psychodynamics of leadership,” including the psychological underpinnings of leaders’ behavior. Harvard’s Joseph S. Nye, Jr.wrote in his book, The Powers to Lead, “People persist in looking for heroic leaders.” Abraham Zaleznik, a leading scholar in this field, asks, “Is the leadership mystique merely a holdover from our childhood—from a sense of dependency and a longing for good and heroic parents?” Many people just long for somebody to come along and fix things, abdicating their own agency and responsibility, and they believe it when some leaders make unrealistic promises.
Ethics scholar Kenneth Goodpaster has done important work that I believe may shed light here. He notes that many leaders and followers get caught up in “teleopathy,” an unbalanced pursuit of purpose (e.g., winning in politics or sports, being a market leader in business, launching a space shuttle by X date), which is driven by fixation on set goals, rationalization of questionable behavior and decisions (e.g., everybody is doing it), and detachment from our personal values as we pursue those aims. I wonder if people are willing to stick with bad or unethical leaders because they are so caught up in winning and will do whatever it takes to prevail.
“People bind themselves into political teams that share moral narratives. Once they accept a particular narrative, they become blind to alternative moral worlds…. If you think about moral reasoning as a skill we humans evolved to further our social agendas—to justify our own actions and to defend the teams we belong to—then things will make a lot more sense.”
Our brains have evolved to seek and defend tribes, and to be exceptionally good at rationalizing the behaviors and decisions of our tribe (and its leader), a phenomenon that is often unconscious (so exceptionally difficult to defend against).
As we can see, there are many reasons why good people continue to follow bad leaders, and these neurological, psychological, and social phenomena are complex and powerful (and subject to exploitation by savvy operators and marketers).
In the end, we want leaders who add and multiply, not subtract and divide. We want leaders who get great results, with integrity, and sustainably. And we want leaders who create more followers and serve the larger good rather than themselves. We want leaders we admire, who make us better, and who call on our better angels.
Yes, we need better leaders, and we need them now. But most of all, we need to be our own best advocates and changemakers.
