Assholicism: Do CEOs Need to Be Jerks to Be Successful?

1/27/12Follow @gthuang

It’s a question as old as human nature. You’ve heard the stories, you know all the famous examples. Steve Jobs, Larry Ellison, Michael Eisner, the list goes on. All difficult characters with strong personalities—and hugely successful companies.

So, in today’s ultra-competitive tech and business world, does a CEO have to be an asshole to be successful?

First of all, let’s get our terminology straight. There’s no hard and fast definition of the term, but you know it when you see it. Bullying or backstabbing behavior towards subordinates or partners? Check. Public humiliation of employees? Sure thing. Tantrums, abrasive language, egomania, and other unprofessional displays? Yep. (See a related Xconomy story about bad bosses.) But more subtly, there’s stuff like not returning messages, passing people off to underlings, talking way too much, and saying different things to different people. And more generally, not caring what other people think. Which, of course, can also be a very good thing.

Some months ago, a group of prominent Boston-area tech CEOs discussed this question of “assholicism”—rhymes with Catholicism—at their regular meet-up. Some may have felt they should be tougher leaders or negotiators. Some wanted to pick up management tips and strategies. Others were reflective about their own styles that have served them well. So…is it necessary to be a jerk? Apparently the discussion took all day (and even came up in multiple meetings).

The upshot: Yes, a CEO has to be somewhat of a jerk to succeed. At least, it can be helpful—but there were plenty of caveats.

“It was concluded on some level that this was the case,” says Dave Balter, the CEO of BzzAgent (owned by Tesco’s Dunnhumby), who was part of the group. “But there was a huge amount of debate and not everyone agreed.”

One of those dissenters would be Brian Halligan, CEO of HubSpot, the fast-growing marketing tech firm. Reached by e-mail, Halligan said that being a jerk “used to work” for leaders, but that “it is not acceptable today.”

His main reasons—neither of which I would call deeply fundamental to human psychology or the nature of leadership—are that “smart GenY-ers don’t put up with that stuff,” and that corporate information flow and reputations have become more transparent, so CEOs can’t get away with bad behavior anymore. It “used to be that information was centralized at the asshole,” he writes.

I also pinged Brad Feld, the tech entrepreneur-investor, while he was in town. He was unequivocal that good leaders don’t have to be jerks. “Some of the sweetest people in the world are super successful CEOs,” he says.

So perhaps there are deeper trends at work here. … Next Page »

Gregory T. Huang is Xconomy's Deputy Editor, National IT Editor, and the Editor of Xconomy Boston. You can e-mail him at gthuang@xconomy.com or call him at 617-252-7323. Follow @gthuang

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  • http://www.linkedin.com/in/crnoble Chris Noble

    At the risk of being called a prude, I find the choice of words in the title of this piece mildly objectionable for a professional publication.

  • http://www.imark.com Del Merenda

    Assholicism almost rhymes with Catholicism, close but this is not horseshoesicism. In terms of the public persona meter for CEOs? I live by just one rule and I do not care how it ‘pegs’me. Do not suffer fools.

  • http://www.leadershipconsulting.com Carl Robinson

    I was worried when word leaked out about Steve Jobs that bosses would take his behavior as license to be jerks. Yes, he was successful but his employees were very highly paid to put up with it and they were in a winning company. Most bosses are not as brilliant as Jobs nor can they pay people enough to put up with obnoxious bullying behavior. In a free agent world, top employees will only stay so long with jerks. High performing employees will leave for greener less toxic pastures and then what remains are people who are afraid to loose their jobs… not a recipe for long term success.

  • Conor Curtis

    I’m not a rageaholic. I don’t even like rageahol.

  • http://www.davidlaubner.com David

    I am not sure why I am unfamiliar with this excellent word. However, I shall add it to my vocabulary and look to use it at the first possible instance.

  • krassen

    CEOs need to be competent, period.
    All this “management psychology” stuff is BS. Even pseudo-scientific attempts, like the Myers-Brigg test, are just junk science, which had never been rigorously corroborated by the data…

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