Tag Archives: Insulate

When Leaders Insulate: The Dangers of Corrosive Privilege

I recently read a fascinating article by Rebecca Solnit on how being born to privilege has had a corrosive effect on Donald Trump and his presidency. She discusses the ways an individual raised in a protected bubble of wealth and power becomes isolated from the rest of the world. After reading Solnit’s piece, it’s evident that the trappings she associates with Trump can become obstacles for all leaders. Here are three lessons that sound out:


We gain awareness of ourselves and others from setbacks and difficulties; we get used to a world that is not always about us.—Rebecca Solnit

There is a mentality amongst some leaders that acknowledging failure is a weakness. As a result, they shift responsibility (i.e. blame others) so they are no longer accountable, artificially reframe setbacks as new opportunities, and/or outright change the end-goal so the outcome can now be viewed as a win.

While “not failing” may feel good, it is a false sense of satisfaction. Leaders must build the thick skin necessary to accept and learn from disappointment without carrying the weight of feeling like a failure. Otherwise we risk becoming overly sensitive and brittle, unequipped to make the adjustments necessary to rebound and adapt.

As leaders, we must also allow others to fail. Solnit writes of rich college kids who are not allowed to fail because their parents “[keep] throwing out safety nets and buffers” that protect them from experiencing adversity. As nice as this may sound, when we live without consequences, our lives become inconsequential—we cannot feel the highs of achievement without also having faced the lows of failure.


Power corrupts, and absolute power often corrupts the awareness of those who possess it.—Rebecca Solnit

In Hannah Arendt’s book On the Origins of Totalitarianism, she promotes the need for an inner dialogue where we can cross-examine ourselves, where we can ask the difficult questions. If we can master this skill, we are better equipped to have these discussions with the people around us. If we lack the ability to self-interrogate, we are prone to suffer from, what Arendt calls, the banality of evil, i.e. “the inability to hear another voice, the inability to have a dialogue either with oneself, or the imagination to have a dialogue with the world, the moral world.”


Equality keeps us honest. Our peers tell us who we are and how we are doing, providing that service in personal life that a free press does in a functioning society.—Rebecca Solnit

We need people in our lives who have the ability to provide unfiltered commentary. These individuals cannot be fearful of repercussions, nor can they hold back in the hopes of gaining some type of advantage. They must be willing to give it to us straight and we must be open to what they are saying. Otherwise, we risk becoming oblivious.

Obliviousness is not a sign of low intelligence, but an indication that the leader is sequestered from information that runs counter to their viewpoint. It tends to happen over time as we weed out those who are the bearers of bad news, those who are perceived as not being “on board,” and those who are damaging our precious self-esteem with their critique. Before we know it, we are surrounded by yes-men and sycophants who tell us what we want to hear versus what we need to hear. In the end, not only are we alone, but their biased feedback has infected us with delusional thinking, faulty decision making, and a general lack of insight into how our team and the population-at-large are feeling.

Being in a position of power can be lonely, but it doesn’t have to. Leaders must seek and foster relationships outside of their power structure. Our associates keep us honest. They ensure we remain grounded and in touch with reality. And they provide the feedback, criticism, and advice that, while not preferable, is essential to avoiding the impairments of corrosive privilege.

Radiohead on Rabidly Protecting Ideas

radioheadWe all have multiple projects happening at any one time. Some are destined to progress the organization, others will eventually become the bane of our existence. For the latter, how do we ensure that the successful projects (and our reputation) are not tainted by the stinkers? Radiohead seems to have figured this out.

Radiohead is a one of the greatest bands ever. Don’t believe me? Rolling Stone magazine ranked Radiohead on their list of “The Greatest Artists of All Time,” plus included their guitarists (Jonny Greenwood and Ed O’Brien) on the list of greatest guitarists and their lead singer (Thom Yorke) on the list of greatest singers. Radiohead has also sold more than 30 million albums and won three Grammy Awards.

I don’t mention Radiohead today to convince you to buy their albums, which you should; I mention them because of their innovative business model. Since leaving their label in 2003, Radiohead has released two albums with a third on the way. In each case, the band formed a limited liability corporation (LLC), thereby treating each album as a distinct venture. Within the corporate structure, the respective LLC owns the related copyrights and collects the royalties, while the five band members maintain equal ownership of the LLCs.

Why go through all the hassle when Radiohead owns their music and is not reliant upon a looming, encumbering corporation? By registering each album as a separate company, they are shielded in the event it does not make money (which has never happened to Radiohead), and are able to mitigate risk in the event of litigation. If the venture fails, investors can’t go after profits from prior successful projects; if it’s a hit, investors rest assured that past or future flops won’t eat into their returns.

They’ve insulated it as an independent part of their portfolio.—Darrel Sheinman, Gearbox Records

To learn from Radiohead, we need to figure out how to protect our ideas and projects. There is no way to completely insulate them from risk, but we can make attempts to mitigate the damage through the following proactive measures.

Discretion. One of the most effective ways to secure an idea is to avoid revealing too much. When discussing it, provide only the information necessary to convey your idea. Avoid logistics, gratuitous details, and the ingredients of your “secret sauce.”

Research. Regardless of whether you’re disclosing your idea to a potential client, a possible investor, or a team member, research that person or company prior to the meeting. It may sound paranoid, but you need to do everything possible in determining their reputation before bringing them into your circle of trust.

Document. You need a paper trail. Keep a log of every discussion related to your project—who you met with, what was discussed, dates, times, places, etc. This will help establish your proof of concept. It also wouldn’t hurt to consider non-disclosure agreements and other legally binding paperwork.

Don’t be a Creep (that was Radiohead’s first big hit). Take preemptive steps to guard your ideas. If it turns out to be unnecessary, great. In the meantime, you’ll have the piece of mind that comes with being prepared. And with that piece of mind, you can dig into Radiohead’s impressive catalogue.