THE DANGER OF SUCCESS BEYOND ORGANIZATIONAL SUCCESS: MAINTAIN, REGRESS, OR EVOLVE?

In the face of the intricate nature of humanity, the wise leader recognizes that true greatness does not reside in the construction of stone monuments, but rather in the stimulation of the resilient character of their followers. They chart a course amidst adversity, where organizational culture strengthens enough to withstand the relentless tests of time, revealing itself as an unshakeable force in the face of challenges that seem never-ending. (Marcello de Souza)

Today, I want to address a somewhat paradoxical topic: the risk of success beyond organizational success. To begin, I recall a maxim that says “Power corrupts,” echoing through time and marking the trajectory within organizations throughout history. It is not merely an opportunistic justification but an expression rooted in the complexity of human behavior. This adage gains particular relevance when we cast its shadow over organizational transformation, especially when a company seeks to overcome cultural challenges, emerging with a healthy work environment.

Every achievement brings with it a sense of overcoming, a pleasure that, when attained within organizational domains, can engender an insidious condition: the blindness of power. This psychological phenomenon, often observed in hierarchical contexts, represents a notable decrease in empathy and sensitivity on the part of those who ascend to positions of authority and, in turn, contaminates the work environment. In this journey through organizational transformation, arises the crucial question: What is the destiny after the achievement of a healthy organizational climate?

To better understand possible answers to this question, it is first necessary to understand that every human action is meticulously determined by an intricate web of biological, genetic, hormonal, and experiential factors, challenging the illusory notion of individual autonomy. We are, essentially, “biological machines” shaped by influences, manifesting in our behaviors, even within the organizational realm.

It is no wonder that the assertion “Power corrupts” reverberates in the complex system of organizational life, grounded in the intricate web of human behavior. By understanding that we are essentially influenced by a multitude of factors, we confront the notion of individual autonomy, occurring paradoxically, albeit unconsciously. This understanding sheds light on a monumental challenge in organizational transformation.

When a company overcomes cultural obstacles, emerging with a healthy environment, a new chapter opens, in fact, a gateway to a journey of continuous self-discovery that needs to be carefully observed but is often neglected. Understand, it is vital to recognize that success, if not constantly reassessed, can turn into a trap. The premise that we are susceptible to power finds resonance in this context, demanding constant vigilance. Understanding our cognitive nature is crucial to prevent success from becoming a trap, precipitating a collapse amid power struggles.

The view of organizational climate often disregards variables beyond control but human, challenging the conception of success or failure as purely organizational choices. The effectiveness of systems that ignore the circumstances intrinsic to human dynamics when they feel empowered is questioned, promoting a less empathetic approach. Inclusive practices can transform culture into a compassionate space, aligned with a holistic vision of human behavior, or not, being the focus of this article.

In this sense, today’s text addresses the paradoxical situation that can arise when a company achieves an ideal organizational climate. Its relevance lies precisely in the fact that the achievement of a healthy work environment, free from behavioral challenges, often labeled as happy environments, often brings with it the risk of complacency and power blindness. This occurs due to increased ego among people, behavioral standardization, especially among those in leadership positions, who may become less sensitive to the needs and feelings of others.

The phenomenon of power blindness is highlighted as a potential psychological consequence resulting from the success of the organizational climate. In other words, a very balanced environment can over time lead to a loss of empathy and a decrease in sensitivity on the part of those enjoying positions of authority, who in turn will influence their followers’ perception. Lack of sensitivity can harm interpersonal relationships within the organization. Leaders may fail to understand the concerns and perspectives of team members, which, in turn, can lead to a decline in the quality of organizational culture. This, in turn, can create an environment prone to power struggles, which naturally begins to instigate arrogant and individualistic behaviors, contrary to the initial goal of a healthy organizational climate.

Furthermore, I intend to provoke reflection on the danger of complacency. If a company does not continue to evolve, measure, and identify new behavioral challenges, initial success can become a trap, leading to internal conflict. The essential message is that stability in a healthy organizational environment requires constant vigilance and a continuous commitment to improvement. Success should not be perceived as a final destination but rather as a continuous journey that requires reflection and adaptation to sustain a positive legacy and create a resilient future.

The apparent achievement of healthy organizational environments brings with it a challenge. Success, if perceived as a final destination, can precipitate decline. After the conquest, the company faces the crossroads: to maintain or to evolve. This delicate dance is the key to sustaining the legacy and creating a truly healthy future. In other words, when an organization achieves a balanced and healthy work environment, there is a risk of complacency. People may feel satisfied with the achievements made and, as a result, may decrease their efforts to maintain or further improve the quality of the work environment. Moreover, always bear in mind: Yes! Power, just like success, corrupts people!

DELICATE DANCE BETWEEN MAINTAINING AND EVOLVING

An empirical study by Gallup, considered the most extensive in history on productivity and commitment, helps us understand a little more about human behavior. They examined over four hundred companies, interviewing a cross-section of 80,000 managers and about two million employees. Using performance metrics such as sales, profits, customer satisfaction, employee turnover, and their opinions, Gallup distinguished between good and bad workplaces.

In this study, it was possible to identify at least four fundamental pillars that could motivate people to stay in the company where they work, with the first and indisputably being purpose, followed by principles, people, and autonomy. To simplify the complexity of this article, I will briefly describe the importance of these four pillars here, as these elements are intrinsically motivating, deeply influencing human behavior and are grounded in concepts from psychology and neuroscience. Namely:

• Purpose: Purpose represents clarity about the meaning and impact of an activity on a person’s life. Psychologically, purpose is linked to self-actualization and the sense of life. In this sense, I cannot help but recall Viktor Frankl, psychiatrist and founder of Logotherapy, who highlighted the search for meaning as a central motivating force in human life. Similarly, neuroscience suggests that when people perceive meaning in their actions, reward and satisfaction-related areas of the brain, such as the ventromedial prefrontal cortex, are activated. It is a neurochemical process. Intrinsic purpose is therefore rooted in the search for meaning and positive impact.

• Principles: Principles refer to the ethical and moral values that guide a person’s actions. Self-determination theory highlights the importance of congruence between personal values and activities performed to promote intrinsic motivation. When actions are aligned with someone’s fundamental principles, it activates reward systems in the brain, such as dopamine. Moral psychology suggests that adherence to personal principles promotes a sense of integrity and authenticity, thereby strengthening intrinsic motivation.

• People: This concerns social connections, and interpersonal relationships play a vital role in intrinsic motivation. Social psychology highlights the human need for belonging and affiliation; without this, there is no possibility for a person to give their best; on the contrary, it is the right path to detachment and illness. Positive emotional bonds, in addition to other neurotransmitters, release oxytocin, known as the “love hormone” or “relationship hormone,” a true anti-stress antidote, promoting feelings of trust and satisfaction. Interpersonal relationships can be a powerful source of intrinsic motivation, providing emotional support and reinforcing the value of individual actions in the social context.

• Autonomy: Autonomy refers to the ability to act according to personal choices and values, promoting a sense of control over one’s own life. Theories such as Self-Determination Theory emphasize the importance of autonomy in promoting intrinsic motivation. Neuroscience indicates that activation of the anterior cingulate cortex is associated with the feeling of control. When people have the freedom to decide and influence their environment, they experience greater engagement and satisfaction. Autonomy, therefore, is an essential pillar for nurturing intrinsic motivation and for the natural development of resilience.

Notice, from this brief summary, that the pillars of purpose, principles, people, and autonomy are fundamental to understanding and cultivating intrinsic motivation. These elements not only provide a psychological framework but also have neurobiological correlates that support the importance of these factors in promoting a genuine and lasting drive for action. By recognizing and strengthening these pillars, it is possible to create environments and contexts that foster intrinsic motivation, contributing to individual and collective well-being and success.

My opinion aligns with the conclusions of these theories and research. While companies are investing in well-being and quality of life – which is important and necessary to meet basic needs – an approach that also values intrinsic factors, such as purpose, autonomy, and social connections, seems to be more sustainable and effective for motivating people in the long term.

I believe that organizations that recognize the importance of these elements tend to always create more stimulating environments, in which employees feel more engaged, satisfied, and capable of contributing significantly. In the same vein, when working with companies that are dedicated to producing a humanized culture, I always take great care with success beyond success, and therein lies the danger in redefining organizational culture.

As mentioned earlier, in seeking a healthier and more motivating work environment, companies have been investing in promoting pillars such as purpose, principles, people, and autonomy. However, once organizational success is achieved, a new challenge arises, bringing to the forefront the issue of power and its corrosive influence.

When a company, through continuous efforts, manages to overcome the challenges that permeate the construction of a healthy organizational culture, the success of the climate achieved may paradoxically pave the way for the human condition of power. Success often inflates employees’ egos, leading them to adopt harmful practices that deviate from the fundamental principles that guided the journey to success. The relentless pursuit of organizational results, while legitimate, can sometimes obscure the vision of the company’s true mission: to positively impact the lives of those involved, whether employees, customers, suppliers, or executives.

In this scenario, success can become a subtle trap. The pressure for results, coupled with the euphoria of success, can divert attention from purpose and stray from crucial aspects, such as maintaining an ethical and sustainable culture. The danger lies in the possibility of your employees, at all levels, blinded by the glow of recent success, compromising essential values in favor of what feeds their status. Integrity, once unshakeable, can be eroded by the temptation of questionable shortcuts, threatening the moral fabric of the organization.

The mission, which originally inspired the construction of organizational culture, may be overshadowed by short and medium-term success goals. Misalignment with the principles that supported the company can result in a progressive distancing from the needs and aspirations of those involved, turning momentary success into a potential precursor of behavioral, moral, and reputational decline.

THE BLINDNESS OF POWER

You might be wondering: What are you talking about? First, let me explain exactly the human cognitive side. And here, it starts with the blindness of power. This is a complex psychological phenomenon that has everything to do with what we seek to combat and tends to increase the toxicity of the environment, the organizational climate. It manifests when individuals ascend to positions of authority, resulting in a noticeable decrease in empathy and sensitivity towards the feelings and perspectives of others. This relational dynamic, often observed in business and hierarchical contexts, raises fundamental questions about how the position of power can influence human thoughts and behavior.

It is very common, easily perceived in the organizational world, that achieving a prominent position reduces empathy, which is the ability to understand and emotionally relate to others. The person in a position of power may begin to experience a perceived disconnect, feeling distant from the everyday experiences and challenges faced by those in lower hierarchical positions. This disconnect can lead to a perceptual gap, where understanding the needs and concerns of employees becomes compromised.

Neuroscientifically, there is no shortage of studies indicating that the exercise of power tends naturally to modulate brain activity, particularly in regions associated with social processing and ethical decision-making. The overlap of these areas with reward circuits in the brain highlights the complexity of neural responses to power. The release of specific neurotransmitters, which are directly related to pleasure and associated with the sensation of reward, tends to influence moral perception and ethical decision-making, and it is addictive.

Yes! Power tends to diminish the ability to understand and emotionally connect with others’ experiences. “Power blindness” is an intriguing phenomenon; neurologically, it demonstrates that those in positions of authority may become less sensitive to the needs and perspectives of individuals below them.

It is true that the relationship between power and ego is not universal. Individuals differ significantly in how they respond to power, and there are leaders who, instead of being selfish, use their authority to promote positive and impactful changes. In a holistic assessment, it is evident that the assertion has merit, but the complexity of human nature also allows for notable exceptions. The intersection between neuroscience and ethical behavior highlights the need for a multidisciplinary approach to understanding and mitigating the potentially harmful effects of power. Awareness of these dynamics, both at the individual and institutional levels, is essential for cultivating environments where power is exercised responsibly, ethically, and constructively.

On the other hand, the relationship between power and neurological issues is based on how the human brain responds and adapts to different situations, including those related to environments where the pursuit of organizational balance is sustained. Neuroscience provides valuable insights into patterns of brain activity, neurotransmitter release, and structural changes that occur in response to the need to follow certain imperative behavioral patterns to achieve what most stimulates employees, which are purpose, principles, people, and autonomy. Paradoxically, this provides cognitive elements of empowerment. Which, as a rule, is very good for people and for companies. The problem arises when this occurs at the organizational level without control, analysis, and monitoring; employees can lose themselves with their own desire to go beyond, when the intention of success goes beyond success itself.

This empowerment changes perceptions about relationships within the work environment. This may explain why some individuals in positions of power unconsciously become increasingly prone to taking risky decisions or acting in ways that challenge ethical norms. It can also affect cortisol levels, a hormone related to stress. High levels of power can decrease stress response, which can influence ethical sensitivity and the ability to perceive the negative consequences of one’s actions, as well as significantly diminish over time the critical analysis of their decisions.

In summary, this analysis provides a deep understanding of how power not only shapes behavior but also compromises the critical ability to evaluate decisions, resulting in significant implications for organizational culture and ethics. The interaction between power and neuroscience in organizational relationships is an intricate phenomenon that demands a systemic view. By recognizing patterns of brain activity, the challenges of power blindness, and the implications of imperative behaviors, organizations can create environments that foster empowerment, while simultaneously preserving integrity, ethics, and sustainability in employee relationships. The path to organizational success lies not only in achieving tangible goals but also in sustaining a culture that values the intersection of power, behavior, and interpersonal relationships.

This is why power blindness should often be accompanied by a shift in focus by companies. The maintenance of group empowerment in the same environment can become a dominant priority, resulting in excessive concern with the stability of the position and generating leadership conflicts. This emphasis on preserving power can lead to decisions that prioritize leadership at the expense of collective needs or employee concerns. The continuous pursuit of this empowerment can obscure people’s vision.

A direct consequence of power blindness is the minimization of contributions and opinions from those with less influence. Subordinates’ ideas may be disregarded, underestimated, or even ignored, contributing to an environment where participation and collaboration are compromised. Authoritarian behavior returns to the center of conflicts, where decisions are made unilaterally, without adequately considering the perspectives of others, and can become a characteristic of this phenomenon. Power blindness has significant implications in organizational environments. It can result in communication gaps, lack of team cohesion, and decisions that do not adequately reflect the needs and perspectives of organization members.

The Dynamics of Power and its Influence on Organizational Culture

In summary, the journey toward a balanced organizational environment is permeated by challenges intrinsic to human nature and the complex dynamics of interpersonal relationships. However, it is crucial to recognize that the benefits associated with a harmonious work environment – such as improved job satisfaction, increased productivity, and talent retention – justify persistent efforts to overcome these obstacles. Strategies that promote effective communication, address cultural differences with sensitivity, and foster proactive leadership in conflict management are essential for achieving the desired organizational balance. Therefore, I make it clear that this article is not about this today but rather a warning about the sustainability of healthy environments.

As we have just seen about the blindness of power, it is naturally associated with success and can represent an insidious trap that jeopardizes the ethical foundations of organizational culture. The phrase “Power corrupts” acquires concrete relevance in this context, highlighting how hierarchical ascent can undermine fundamental values.

As leaders and managers ascend the organizational hierarchy due to the success of actions that contributed to excellence in the organizational climate, there is a risk of losing their sensitivity, a vital element for making ethical decisions. The fact is that power, when mismanaged, can result in the leader’s disconnection from the reality of employees, customers, and other stakeholders. This can lead to decisions that prioritize individual goals over the collective good.

Transparency, a cornerstone of organizational integrity, can give way to opacity when ego is fueled by power. Leaders once committed to openness and honesty may succumb to the temptation to shield crucial information, undermining trust and compromising the health of the work environment.

Authoritarian management, driven by inflated ego, represents a departure from the ethical path. Autocratic decision-making can undermine employees’ autonomy, eroding intrinsic motivation and creating an environment conducive to disengagement and disillusionment.

In this context, the ego trap becomes a challenge to be constantly confronted. Self-awareness and humility are vital antidotes. Leaders who succumb to power without ethical management may inadvertently undermine the organizational culture, laying the groundwork for negative individual consequences, as well as the moral and reputational decline of the company. Thus, the critical question that remains is: how can leaders balance power with responsibility, preventing the ego trap from compromising the essential values that sustain organizational culture?

By delving into the intricate fabric of organizational cultures, we outline a path that aims to construct work environments that transcend the conventional, nurturing the pillars of purpose, principles, people, and autonomy. However, as in any journey, we encounter crossroads that demand deeper reflection.

Success, achieved through these persistent efforts, invariably elevates those who lead the organization to positions of power. At this point, the unsettling provocation arises: to what extent can the same organizational culture that lifted the company paradoxically corrupt the leaders who command it?

In the same vein, it is important to note that competitiveness and increased ego do not always have negative effects. In many cases, healthy competition can drive performance and innovation. The challenge lies in balancing this competition to avoid harmful behaviors, such as intense rivalries, lack of cooperation, and unchecked selfishness. An environment that encourages healthy competition, coupled with a culture of collaboration and respect, can result in a highly motivated and effective team.

Therefore, the answer to this question may lie in the importance of a holistic and foresighted view of organizational culture. Anticipating the changes that will occur and understanding that success is not static but a dynamic process is crucial. As a suggestion, this is where the role of the Chief Culture Officer (CHO) comes into play, a figure dedicated to analyzing, shaping, and preserving the cultural essence of the organization.

The CHO, as the guardian of culture, acts as a beacon, alerting the organization to trends and changes looming on the horizon. This strategic function not only promotes a clear vision of organizational culture but also ensures that leaders are attuned to internal and external transformations that may impact the company’s identity.

Ultimately, I hope it is clear that the call for insights can make a difference when structuring your company in pursuit of enhancing organizational culture and climate. Much more than theories, we are talking about human relationships, hence the complexity of understanding them in practice, day by day. The blindness of power, as explored, is a psychological dynamic that creeps in when hierarchical ascent is achieved. It is the gradual loss of empathy, the perceived disconnection from everyday realities, and the propensity to make decisions that ultimately may compromise once unshakable values. The risk lies in the fact that success, if not accompanied by constant self-awareness and humility, can transform committed leaders into unwitting architects of a moral decline.

The ego trap, which becomes more pronounced as power consolidates, threatens to obscure leaders’ vision, diverting them from the company’s true mission. Integrity, transparency, and ethical management are challenged by inflated ego, while organizational culture, initially designed to be the driving force of success, becomes a potential toxic source.

Therefore, the answer to the initial question of whether power corrupts people lies in the inherent duality of success itself. Building a robust organizational culture is undoubtedly a commendable feat, but preserving this achievement demands a delicate dance between maintaining gains and evolving to confront ever-changing challenges. Awareness and mitigation of the blindness of power require continuous efforts, while the ego trap can only be avoided through self-awareness and humility.

Thus, the real challenge lies in balancing power with responsibility, aware that amidst success, leaders must remain anchored in the principles that gave rise to a healthy organizational culture. By relying on a CHO and a comprehensive vision, organizations can not only achieve success but also withstand the nature of the very power that elevated them.

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Hello, I’m Marcello de Souza! I started my career in 1997 as a leader and manager in a large company in the IT and Telecommunications market. Since then, I have participated in important projects of structuring, implementation, and optimization of telecommunications networks in Brazil. Restless and passionate about behavioral and social psychology. In 2008, I decided to delve into the universe of the human mind.

Since then, I have become a professional passionate about deciphering the secrets of human behavior and catalyzing positive changes in individuals and organizations. Doctor in Social Psychology, with over 25 years of experience in Cognitive Behavioral and Human Organizational Development. With a wide-ranging career, I highlight my role as:

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My solid academic background includes four postgraduates and a doctorate in Social Psychology, along with international certifications in Management, Leadership, and Cognitive Behavioral Development. My contributions in the field are widely recognized in hundreds of classes, training sessions, conferences, and published articles.

Co-author of the book “The Secret of Coaching” and author of “The Map Is Not the Territory, the Territory Is You” and “The Diet Society” (the first of a trilogy on human behavior in contemporaneity – 05/2024).

Allow me to be your companion on this journey of self-discovery and success. Together, we will unravel a universe of behavioral possibilities and achieve extraordinary results.

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