A study from a few years back isolated some neural factors common to psychopaths. For example, a lack of empathy and compassion, a hyperfocus on rewards (money) and social recognition or status.
I read the study and its findings and thought, “Hmm…this fits serial entrepreneurs, VC, high-end bankers, the serially advantaged, the generationally wealthy and most politicians I’ve met. Hmm…”
Luck is required in success. I thoroughly believe that. I also believe that luck favors the well-prepared. As Louis Pasteur said
Chance favors the prepared mind.
I also believe that nothing is more likely to insure success than persistence. Calvin Coolidge said
Nothing in the world can take the place of Persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan ‘Press On’ has solved and always will solve the problems of the human race.
A great of science and industry and a great of industry and politics. Who am I to argue?
If “success” were easy, we’d all be successful and the concept of success would go through inflation-deflation cycles like any other economic commodity. I’ve studied “successful” people — those whom society defines and who self define as successful — and there is no doubt that drive, aka “persistence”, plays a major role.
All successful people have an almost pathologic ability to focus on their goal (financial rewards, social recognition, status) and many of them, when they believe it necessary, act dispassionately towards people they know and with complete lack of empathy to people they don’t with absolutely no difficulty.
They make what some call the hard decisions with no afterthought, no regret, no remorse and definitely no trouble.
Where the trouble begins
The trouble begins when leaders make hard decisions. We want our leaders to act and make decisions dispassionately and without regret or remorse when the action or decision is neutral to us. But when it benefits or punishes us? Heck no! And if it punishes us and benefits somebody else? Oh, gosh, look out.
This is often the rationale behind NIMBY and a demonstration of tribal identity. We want our leaders to be like us when some decision is to our benefit or detriment. What better time to demand they have compassion and empathize with our needs, wants and desires than when their decision will help or hurt us?
And here’s the trouble point for most people and something I first mentioned in Humor: Do we want business leaders to agonize over an out-sourcing decision? They may put 500 people out of work here and there’s no question that’s painful. But if they keep those 500 people employed the business itself goes at risk and then, perhaps 10,000 people become at risk. Economic history is replete with these kinds of examples and yes, there are excesses.
But it’s the excesses (such as Enron) that make the news, not the stories were 500 lost their jobs (and most companies offer reasonable retirement, reeducation and reemployment training packages) but 10,000 jobs were saved.
Similarly, do we want political leaders to agonize over sending troops into harm overseas? Especially when not doing so places us in harm’s way here at home?
In short, no, we don’t. In fact, when it comes to being able to make the hard decisions, we don’t want leaders who think like us at all. We want people of action and action doesn’t allow for indecision.
So we don’t want business and political leaders to think like us. Given and done.
But do they have to be psychopaths?