Sublime

commanders. Daniel Green’s In the Warlords’ Shadow (Green 2017)

Studies by Peter Heslin, Don VandeWalle, and Gary Latham show that many managers do not believe in personal change. These fixed-mindset managers simply look for existing talent—they judge employees as competent or incompetent at the start and that’s that.

It’s not that human nature suddenly changed and became egalitarian; men still tried to dominate others when they could get away with it. Rather, people armed with weapons and gossip created what Boehm calls “reverse dominance hierarchies” in which the rank and file band together to dominate and restrain would-be alpha males. (It’s uncannily similar

Such boys grow up to feel, Kimmel argues, like “failed men.” They can then fill in the blank space where “good man” or “successful man” might be with the idea of “killer.” As the historian George Mosse observed of German male extremists in the 1930s: “Battle was part of their very being. They carried war in their blood.”

Power is a social game. To learn and master it, you must develop the ability to study and understand people.

Large-scale studies around the world have shown that the anti-establishment message of populists resonates the most with highly antagonistic people.35 Physiologically, those who tend to have an antagonistic orientation toward others find anti-establishment messaging particularly emotionally arousing. This downward spiral of antagonism toward others

Social learning and social contagion played a role in creating the narrative of each of our organization’s tribes. When influential members of one team demonstrated a willingness to blame other teams for operational miscues or whisper criticisms of leaders in the organization, it set a standard for other members of these units. This formed highly

Years later, after Grove had learned to appreciate this, he read Peter Drucker’s The Practice of Management, which described the ideal chief executive as an outside person, an inside person, and a person of action. Grove realized that instead of being embodied in one person, such traits could exist in a leadership team. That was the case at Intel,