Risk 2. Deference: The Feedback Vacuum Around Power
By the time highly successful people feel motivated to step out as public figures—writing books, giving interviews, delivering keynotes—the incentive structure that surrounds them is rarely optimized for honest feedback. Their colleagues, subordinates, and collaborators admire them, depend on them, or simply fear the consequences of being candid with them. Which of their direct reports is going to say to them, after a high-profile discussion panel, Ted talk, or podcast appearance, “It was fine, but not very interesting”?
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