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Sycophant Bias

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One of the rarely acknowledged bias most of have to some degree is a preference for association with others who exhibit sycophant tendencies.

Those who behave with a tendency to serve others while improving their own lot (i.e., a servile self-serving flatterer) often do well in organizations often rising to senior leadership positions.

Those of us not subject to the flattering behaviour because we are considered to offer little to the persons self-serving side are usually not as enamoured.

How can they be in charge?

On occasion (more often  than you might think) I have interacted with the average competent person who has risen to senior leadership roles (or perhaps not even that competent) and wondered how this could happen.

Selection for key roles is merit based, is it not.  In fact personal bias to chose people we like is a very real factor when hiring or deciding to vote or support someone.

Lip service and perhaps some rationalization toward competency is applied but in reality the sycophant bias (liking people who suck up) plays an unconscious factor which many would deny, however it really can influence our decision making.

Tactical Approach

Selecting and promoting sycophants can be rewarding in the short term and as a tactical action somewhat effective.  Typically though longer term strategic expectations of leadership become very disappointing.

This result is reinforced over time by the self-serving nature of the incumbent.  You may like what they do but in reality it is not for your benefit, it is self serving and over time this becomes more apparent as they continue to thrive within the organization while you do not.

Caution toward acting on your personal bias to associate with people you like, it might not be the best approach.

Random thoughts – keeping you on your toes

You are not alone

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Leaders are most effective when they leverage others to the maximum extent possible.  As a leader, typically you take accountability for results, this is separate from taking responsibility. 

Leaders can rely on authority/granted power to get others to take on responsibility, (while they retain accountability).   However, it is important to note the use of earned power does not require the use of authority and the outcomes are often of a higher quality.  

Delegation

Delegation is the process of both motivating and empowering others to take on the responsibility to carry out specific activities.  While there is some discretion associated with the delegation the accountability remains with the delegator.

Typically delegation is based on a social or organizational hierarchy, however, skilled leaders can facilitate actions by others through the practice of influence. 

Influence

When you affect change in the actions, behaviors or options of others it is most likely through the exertion of influence.  You are able to motivate others to produce a result because they want to, not because they have to. 

Activities that arise through an act of influence will probably be of a higher quality.  This is because responsibility for the effort is not mandated but rather based on personal motivation.  

Intuitively, things other people want to do are more likely to succeed than things they have little choice about. 

Don’t Go it alone

As a leader, you are more likely to succeed both your and other expectations, that is meet your accountabilities and more, through effectively motivating and supporting those around you.