Have you ever met someone so convinced of their infallibility that it borders on arrogance? Perhaps you have encountered a leader who seems to believe they are always right, unwilling to listen to others or acknowledge mistakes. Well, this is the dangerous territory of hubris.
Hubris is not a fancy term for arrogance; it is a dangerous trait that can sabotage even the most promising leaders. Derived from Greek mythology, it refers to excessive pride and self-confidence that often leads to downfall. Hubris remains relevant in modern leadership contexts, and we see many examples of it. It is the belief that one is invincible, immune to failure, and above all, reproach.
Picture a ship captain navigating stormy seas. Hubris is like sailing full speed ahead without checking the weather forecast or heeding warnings from the crew. It is a recipe for disaster, both for the leader and those they lead.
So, what is hubris? How do you spot it and how can a leader mitigate against it?
Defining hubris
I think clarifying how I see hubris in leadership is essential. Hubris is not about being too confident or assertive – many of us want to see solid and confident leadership. Hubris is that toxic cocktail of arrogance, pride, and a disregard for others’ perspectives and expertise. Hubris crosses the line into a realm where ego reigns supreme, and humility takes a back seat.
Think of hubris as a leadership blind spot—a dangerous one that can lead to poor decision-making, stifled innovation, and, ultimately, organisational failure. It is the leader who believes they are always right, dismisses dissenting voices, and takes unnecessary risks without considering the consequences. By the way, if you are wondering if you have a blind spot about hubris and want to ask other people about it, you are most probably not displaying hubris tendencies. Leaders in a hubris “state” do not think they are, and they certainly do not ask others!
Recognising the signs
The first step in mitigating hubris is acknowledging its presence. Like any challenge, one cannot solve it if one does not recognise it. So, what are some of the common signs of hubris in a leader? These are based on my leadership experience and coaching leaders and executives. Feel free to add other warning signs you might have seen.
- Refusal to listen: A hubristic leader believes they have all the answers, making them resistant to feedback or input from others.
- Blaming others: A hubristic leader deflects blame onto others instead of taking responsibility for failures or mistakes.
- Micromanagement: A hubristic leader may feel the need to control every aspect of a project or work function, unwilling to trust their team to execute effectively – on pretty much anything.
- Overconfidence: While confidence is essential for leadership, overconfidence can blind a leader to potential risks and pitfalls. They rely too much on past experiences and successes rather than seeing what is in front of them today.
- Isolation: Hubristic leaders may isolate themselves from dissenting voices or surround themselves only with yes-people who affirm their beliefs.
So, what are some of the strategies for leaders, new and experienced, to mitigate and guard against the insidious influence of hubris?
Cultivate self-awareness
A leader must regularly self-reflect and seek feedback from peers, mentors, and team members. Building self-awareness is the first line of defence against hubris, as it helps leaders recognise their strengths, weaknesses and behaviours that derail them from success as a leader. Nothing happens, and no change occurs until, as a leader, you do a stock-take on where you are in relation to your team, peers and Board (such as the case for a Chief Executive Officer (CEO) or Managing Director (MD).
Foster (or work) in a culture of openness
Create an environment where dissenting opinions are welcomed and encouraged. As leaders, we need to actively seek out diverse perspectives and be willing to consider alternative viewpoints. Collaboration and consultation can sometimes be time-consuming, but the payoff can be significant. If your organisation does not have it, create it with your team. Let them see you model the behaviour with them and be super conscious of your reaction when your team or direct reports give you perspectives and views that differ from your own.
Lead with humility
This one can be difficult because we live in a time when humility can be seen as a weakness in a leader. It cannot be further from the truth. True leadership is not about being the smartest person in the room or humble-bragging. True leadership is about empowering others and fostering a culture of support and collaboration. Train yourself to embrace humility by admitting when you do not have all the answers and sharing lessons you learned from your mistakes. If you are an experienced leader and mentoring other leaders, demonstrate humility through your own stories and learnings.
Delegating effectively
This is one of my all-time favourite pieces of advice for new and experienced leaders and something I did not learn early enough in my career. To delegate effectively, one must have trust as the cornerstone – we really cannot delegate without it. So if you are struggling to delegate, investigate what your relationship with trust is like. Then look for opportunities to delegate tasks and empower your team members to take ownership of their work. Micromanaging stifles creativity and reinforces a leader’s sense of superiority and know-it-all attitude. Sure, you will not delegate your core role as the leader, but you can look for elements that make sense and put boundaries around them. If something goes wrong, learn from the experience with your team and do better next time.
Develop emotional intelligence
Hubristic leaders often lack empathy and emotional intelligence, making it difficult for them to connect with their team on a human level. One must have heart as a leader; all the training and coaching in the world will not pay off if the leader does not invest in building emotional intelligence and interpersonal skills. How many times have we worked with technically brilliant leaders but who were perhaps emotionally stunted? How did that work out for us? For some, the answer will be, not too well. The skill and the ultimate task for any effective leader is to learn how to balance the heart, the head and the hands in leadership.
Hubris may be as old as storytelling itself, with many examples of leaders and companies who failed because of it, but its lessons are timeless. In today’s fast-paced, ever-changing world, leaders must guard against the seductive allure of arrogance and pride. Leaders can navigate the treacherous waters of hubris and emerge stronger and more resilient by cultivating self-awareness, fostering and creating a culture of openness, leading with humility, delegating effectively, and developing emotional intelligence.
Remember, leadership is not about being infallible; it is about being willing to learn, grow, and adapt. So, the next time you find yourself tempted to sail full-speed ahead without checking the weather forecast, pause, reflect, and course-correct. Your team—and your career—will thank you for it.
And as always, if you invest in yourself, the rewards will be unfathomable.
Until next time.
Share this post