zlacker

>>etc-ho+(OP)
It's fascinating to me the extent to which executives don't consider themselves "public figures" when it comes to potential downsides, but they do in terms of upsides.

It feels so obvious to me that the CEO of such a high-profile org should at the very least quickly check public-facing social media posts against someone sensible, if not laundering them all through the experts at their org. But somehow they keep making these mistakes over and over again.

>>BobaFl+84
Many CEOs are regular people who happen to be overtly charismatic to a fault. It just so happens that overtly charismatic people tend to be rewarded greatly by our social structures

These CEOs aren't doing anything different in these situations - they're being themselves and doing what they did to get their position. Other people generally don't call them out on their BS because it's an uphill battle fighting overtly charismatic people, and it's much easier to accept their flaws for the benefit of riding their coattails to the top

This is why they can't differentiate between upsides/downsides - people let them get away with things that other people can't, and to them it is all the same

>>ativzz+g7
I've never heard of Garry Tan before just now, but he didn't strike me as "overtly charismatic" in the linked article. He struck me as incredibly unhinged and unlikeable.

>>mvdtnz+Sb
"unhinged and unlikeable" are charismatic traits nowadays. Those are exactly the personality aspects people believe are necessary and find attractive in truly innovative leaders, like Steve Jobs and Elon Musk. They read as hard-nosed sincerity and truth, no bullshit. The unreasonable man to which the world must yield.

Hell, we recently elected a President almost entirely because he was the biggest asshole in the room.