Vladimir Putin and Elizabeth Holmes – Kindred Spirits?

What do the President of Russia and the former chief executive officer of Theranos (a now-defunct health technology company) have in common?

They may be individuals who are either now or were formerly addicted to power.

Neuroscience research is beginning to shed light on what likely happens in some individuals’ brains when they begin to amass power. If, when you were young, your mother referred to someone in her social circle who “got a little power, and it went to his head,” congratulate her for being a budding neuroscientist.

It appears, for some people, power becomes very addictive. This may be because the neurochemicals and hormones associated with rewards are generously released when we feel powerful. We become more focused, more directed, more oriented toward our goals, and, perhaps, less able to understand the goals and needs of others.

In his book The Winner Effect, Ian Robertson discusses why “coming in first is not the same as being a real winner.” He suggests, “the gung-ho, reward-seeking, approach parts [of one’s brain become] fired up by power-induced, goal-focused parts of the brain, and the more cautious, vigilant, avoidance brain areas [are] correspondingly less active…power sharpens only some parts of one’s brains – and may have dulled others, hence skewing judgment.”

What does this mean? For some individuals, power is so addictive they will do anything to amass more: President Putin continues to engage in a pointless war, making him a worldwide pariah; Elizabeth Holmes promoted a product that was effective only in her imagination.

This is a cautionary tale for leaders. Anyone in a position of leadership who begins to view team members simply as a means to an end (the end being to gain more power) should take stock and work on self-awareness. Other cautions include the following:

(1) Failing to ask others for feedback or advice;

(2) Not considering feedback or advice;

(3) Surrounding oneself with sycophants;

(4) Being extremely critical of the perspectives of others;

(5) Considering one’s opinion is always superior to that of others;

(6) Team members who do not provide opposing views;

(7) Not recognizing team members’ contributions and/or struggles;

(8) Withholding information that should be shared.

While power-directed behavior may be quite effective in the short term (under some circumstances), it is a recipe for disaster. The long-term consequences are almost always severe and include everything from high turnover in the leader’s area to a complete collapse of their “house of cards.”

The remedy is difficult but not impossible. Leaders must force themselves to listen rather than speak, to solicit, appreciate, and utilize the ideas of others. They must make bringing other perspectives to the table A REQUIREMENT and provide avenues for thoughtful disagreement. A leader seeking to mitigate the effects of power should seek to understand and display a willingness to be vulnerable.

Self-awareness is the first step.

Suzette Plaisance Bryan, PhD, SPHR, GPHR, SHRM-SCP
Director OBCC Leadership Center