Furthermore, hubristic leaders tend to disregard company values and policies, thinking these don’t apply to them. Leaders who make all their decisions without ever consulting others invariably make grave mistakes, generating corporate collateral damage.Īs the subordinates of such leaders realise that any disagreements with the boss only triggers contempt, the culture becomes one where bad news is taboo. But they often put their entire organisation at risk. If leaders afflicted by the Icarus syndrome only sowed the seeds of their own downfall, it would be tragic enough. The verdict on Zuckerberg has not been reached, but his recent troubles also illustrate that there are clear limits to feeling omnipotent. In the case of Ghosn, he stands accused of significant acts of misconduct, including the personal use of corporate assets and under-reporting his compensation. The imperiousness of MBS has considerably damaged his leadership brand and the image of his country. Prime examples are Mohammed bin Salman (MBS), the Crown Prince of Saudi Arabia, Carlos Ghosn, the recently deposed CEO of the Renault-Nissan alliance, and Mark Zuckerberg, the chairman and CEO of Facebook. We also see the Icarus syndrome among contemporary political and business leaders. In literature, the figures of Captain Ahab in Herman Melville’s Moby Dick and Satan in John Milton’s Paradise Lost illustrate the dark themes of vanity, ambition, power, insolence and disdain.
ICARUS MYTHOLOGY FULL
Mythology, folktales and even Biblical stories are full of warnings against excessive pride, in other words hubris. It has felled many leaders who planned grandly but failed miserably by overestimating their knowledge, foresight and ability. The Icarus syndrome, with its signature lack of humility, is a pattern that every leader needs to be concerned about. Ignoring the practicality, cost or damaging consequences of their various endeavours.įlying the corporate jet too close to the sun.Displaying contempt for the advice and criticism of others.Placing excessive confidence in their own judgment.Often, these leaders have let adulation go to their heads. Fuelled by excitement, these leaders are unable to rein in their misguided enthusiasm before it is too late. In organisations, the Icarus syndrome characterises leaders who initiate overly ambitious projects that come to naught, causing harm to themselves and others in the process. As the wax in his wings melted, he tumbled into the sea and drowned. The saying “don't fly too close to the sun” is a reference to Icarus’ recklessness and defiance of limitations. Icarus was so intoxicated by the experience of flight that he went higher and higher. He also cautioned Icarus not to fly too low, as the feathers could get wet in the sea. He warned his son not to fly too close to the sun, as the wax would melt.
To escape, Daedalus – a master craftsman – created two sets of wings made of wax and feathers. In Greek mythology, Icarus and his father, Daedalus, were imprisoned on an island by King Minos. David would remain famous for sinking his own company and costing thousands of people their livelihoods. One wrote: “Not only was his latest takeover a mistake, but his endless side ventures – buying an upscale restaurant in London, sponsoring a football club, financing a private clinic – are too great a drain on the company’s resources.” The damage was done. Then bankers became nervous and soon reporters joined in. Some analysts had said that he paid far too much for the company. Many articles had portrayed him as an entrepreneur who had reframed his industry, which gave him the courage to make his boldest move yet: taking over his largest competitor. David was extremely gratified when he was named businessman of the year.
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