How and why I could fall

Thom Rainer July 19, 2018

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More than eight years ago I read Crash Course: The American Automobile Industry’s Road from Glory to Disaster. The book is Paul Ingrassia’s fascinating account of the rise and fall of the Big Three automakers: General Motors, Ford, and Chrysler. Only Ford avoided bankruptcy.

The book is an amazing reminder of both the pressures and temptations of leadership. My initial desire was to learn from the good and bad lessons of the automobile industry. Though it focuses on the enormous missteps of many industry participants, it is fair to give credit where credit is due. For example, in 2006, Bill Ford—chairman, president and CEO of Ford—understood he wasn’t getting the job done. So he brought in new leadership.

The essence of it all

Unfortunately, Ford’s actions were the exception and not the rule. Other leaders in management and the unions demonstrated such lack of leadership that, in hindsight, we can wonder how leaders can head down such destructive paths.

James B. Stewart’s words on the front jacket capture the story’s essence: “A fascinating look at how ego and hubris destroyed an industry . . .” Indeed, its most pervasive lesson is that hubris is the downfall of leaders and, thus, their organizations. 

The signs of hubris

My list is not exhaustive, but I believe it is telling. In each of these leaders’ lives, the patterns emerged that signal the signs of hubris for any leader.

1. They see others as inferior. The rest of the world does not get it. Others are just not as smart. As a result, these leaders do not listen well because others really don’t have anything worthy to say. Leaders with hubris thus lack patience with others. They definitely cannot see their own faults.

2. They are slow to see deteriorating conditions.  The CEO of General Motors declared in a 2007 letter to shareholders: “Our entire team rose up to meet the collective challenges we face.” This letter came as the two-year losses for GM totaled over $12 billion. Leaders with hubris cannot see conditions getting worse, because they cannot believe such conditions could take place under their leadership.

3. They are quick-tempered.  Some of the stories of these leaders’ tempers are almost unbelievable. Their condescending and demeaning treatment of others reflects their own aggrandized view of themselves. If anyone disagreed with them or got in their way, their self-righteous anger exploded.

4. They expect to be served.  The CEOs didn’t get it. They showed up at congressional hearings to ask for bailout money in corporate jets. Union leaders’ threats of strikes against the car companies garnered the workers such out-of-the-norm benefits that it jeopardized the very existence of their companies. Everyone was looking out for themselves. 

5. Leaders with hubris don’t know when to step down. No person is indispensable to an organization, nor any leader. We often more quickly recognize our call toa place rather than our call awayfrom a place. Leaders with hubris try to hang on too long.

Looking in the mirror

As I read the book and as I wrote this post, my mind captured images of past and current leaders whom I thought fit this description of leaders with hubris. Then the thought hit me. Leaders with hubris never think they are, or will be, leaders with hubris. It is easy to talk about others who are self-serving egotists. However, it is incredibly difficult to accept that I can go down that very same path.

Most of us are familiar with Proverbs 16:18: “Pride comes before destruction, and an arrogant spirit before a fall” (CSB). But verse 19 is not cited as often: “Better to be a lowly spirit with the humble than to divide the plunder with the proud.” 

I must look in the mirror more often and see my own sinfulness and propensity toward hubris. It’s easy to read a book about other leaders who became filled with self and led with hubris. But I must realize even more poignantly that, except for the grace of God, I too will go down that destructive path.

Photo source: istock 

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Thom S. Rainer is the founder and CEO of Church Answers, and online community and resource for church leaders. Prior to founding Church Answers, Rainer served as president and CEO of LifeWay Christian Resources. Before coming to LifeWay, he served at The Southern Baptist Theological Seminary for twelve years where he was the founding dean of the Billy Graham School of Missions and Evangelism. He is a 1977 graduate of the University of Alabama and earned his Master of Divinity and Ph.D. degrees from The Southern Baptist Theological Seminary. Learn More »

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