The Harder They Fall

A634.3.4.RB

Using concepts from the Kramer (2003) article as a baseline, share your insights on dilemmas that happen in society, work, and in your life.

Ambition can be a valuable characteristic as it drives the need to excel. From childhood to entering a trade or profession, we are led to believe that with hard work, focus, and relevant skills, achievement is inevitable. Furthermore, as one reaches a career goal, they tend to set their sights on more prestigious positions that are traditionally reserved for a select few. As the pool for suitable candidates become narrow, the requirements and demands from these select few significantly increases. Those that do reach the pinnacle, they are forced to face new challenges and dilemmas that are associated with the prestige and privileges of their title and position. A prime example was provided by Kramer (2003), Marjorie Peel proved to be highly successful early in her career because of her poise and people skills. “She was generous with praise, quick to recognize others' achievements, and self-effacing when it came to her own accomplishments.” Yet, when her skills and abilities were rewarded with a promotion to be the head of her company’s international division; seen as a grooming stage for the CEO position. Peel began to compromise her values and make personal sacrifices to maintain her new professional life style because of the power and prestige of her new position.

The self-deprecating style that had been her trademark seemed to fade, replaced by a sudden desire to be in the limelight... She became more demanding of her subordinates and devoted little time to mentoring them. To everyone's surprise, she divorced her husband of 15 years and began dating a younger employee. Her previously conservative tastes and modest habits went out the window; she was spending lavishly on a new wardrobe and new furnishings for her office. In violation of company policy, she diverted thousands of dollars to lease and decorate a plush private apartment she maintained in the city, ostensibly for business.

There are many stories that demonstrate the quick rise to the top, followed by fall from grace. The taste of power can be intoxicating and life altering for some. When leaders fail to maintain their perspective and sense of proportion, the conditions are set for the leader to potentially behave immorally or in an unethical manner because they start believing the rules apply to others and not them.  According to Ronald Riggio (2009), “Yet, leaders can delude themselves that they are working for the greater good (using socialized power), but engage in behavior that is morally wrong.”

As a young leader in the military, I was selected to serve as an aide for a General Officer. This was a highly competitive and prestigious position because aides are exposed to high level events, influential people, and important decision making situations. As the aide, people become more responsive and willing to help because of who they represent, whereas others are more likely to find obstacles. Furthermore, receiving the same level of courtesy as a young leader that was afforded to my boss, it was exciting and intoxicating. However, during my time as the aide, I never lost my perspective nor sense of proportion. While I had greater latitude with stated rules and policies, I understood clearly that this latitude was solely for the benefit of my boss and not for my own personal gains.

Up to this point and for many years after, my work/life ratio was significantly skewed. For example, during my undergrad years, I place school as the priority. By this time, I wanted to enter the workforce, in my case, this was the military and begin contributing immediately. Upon entering the military, the demands for a young leader to be successful in my eyes meant working long hours and being reachable when I wasn’t working. In fact, I prided myself on being able to out-work any of my peers. Thus, I actively chose to put aside any personal and social relationships that had the potential to interfere with my career aspirations. Furthermore, I had always desired to continue my education and earn an advanced degree. However, with the high tempo of training and deployments, it was very easy to keep putting off school and seek advancement and increased responsibility. I had sacrificed family, relationships, and education because I was focused on become a good military leader.

Reflecting on the situation now, at the time, I was unable to see that being an effective military leader involved many of the life experiences I had deprived myself of in the first place. For example, real world relationship challenges that everyone faces (especially in the military), juggling family responsibilities, and the social dynamics that widens perspective. My desire was to be a top performer and to some degree, I was; but at a cost. According to LaRae Quy (2017), “Instead, top performers were more intent on pursuing goals that gave them a sense of value and meaning… Happiness was the byproduct, not the goal.” Indeed, achieving my goals was the priority and happiness lasted long enough until I had identified another objective.

While many leverage the skills and attributes to become successful, what ends up being inevitable is the sacrifices that must be made to reach and/or ascend as desired. For me, it took being medically retired from military service to relook my work/life ratio and make a significant effort to establish and maintain balance. Although I still possess the same vigor when it comes to achieving my goals, many of these goals now consist of family and friend responsibilities.

References

Kramer, R. M. (2003). The Harder They Fall. (cover story). Harvard Business Review, 81(10), 58-66.

Quy, L. (2017, January 24). A former FBI agent shares the 5 mindsets that set winners apart. Business Insider. Retrieved from https://app.secure.griffith.edu.au/reference_tool/index-core.php

Riggio, R. (2009, August 08). How Power Corrupts Leaders. [Blog post]. Retrieved from https://www.psychologytoday.com/blog/cutting-edge-leadership/200908/how-power-corrupts-leaders