Inexperienced professionals often mistake the correlation between talent and abrasive behavior for causation. In reality, success provides a buffer that allows talented people to be jerks without immediate consequences; the bad behavior itself is not a component of their success.
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After achieving financial success, Donald Spann observed a frustrating shift: his opinions, even on non-business topics, were suddenly valued more by friends and peers. The content of his advice hadn't changed, but the perceived authority granted by wealth altered its reception completely.
Money acts as a "non-specific amplifier," much like alcohol or power. It doesn't fundamentally change your character but magnifies your existing traits—both good and bad. Insecurities become more pronounced, generosity becomes super-generosity, and a "micro asshole" becomes a "mega asshole."
Companies often cannot differentiate between healthy confidence and narcissism. Narcissistic individuals excel at self-promotion and appearing decisive, which are frequently misidentified as leadership qualities, leading to their accelerated advancement over more competent but less self-aggrandizing peers.
Success can be achieved through healthy self-belief or by tearing others down out of insecurity. However, success built on the latter is unsustainable and leads to a hollow victory, defined by a lack of genuine relationships and a poorly attended funeral.
In collaborative fields, being a pleasant person to work with—a "good hang"—can advance your career further than exceptional talent alone. People actively avoid working with difficult personalities, regardless of their skill, which ultimately limits opportunities.
Successful individuals earn 'idiosyncrasy credit,' allowing them to deviate from social norms. However, observers often make the mistake of assuming these eccentricities were necessary for success. In reality, these behaviors are often tolerated or hidden until success provides the freedom to express them.
People surrounding a so-called genius, like Picasso's friends or employees at cult-like startups, often tolerate terrible behavior. They rationalize the unpleasantness by telling themselves they are part of an extraordinary, history-making experience, which creates a toxic enabling environment.
Allowing a high-performing but toxic employee to thrive sends a clear message: results matter more than people. A leader's true impact and the company's real culture are defined not by stated principles, but by the worst behavior they are willing to accept.
Instead of corrupting individuals, fame, success, and money act as magnifiers, exposing a person's core character. This reframes the common belief that power changes people, suggesting it merely reveals what was always there.
As you gain power, people are less likely to challenge you. This makes it easier to be brutally "honest" but requires conscious effort to remain kind, as you no longer receive the social feedback that moderates behavior.
