Corruptible

1. Power attracts corruptible individuals who are often skilled at obtaining it

"Sometimes, people ill-suited to power are drawn to it."

Corruptible personalities seek power. Research shows that individuals with "dark triad" traits - narcissism, Machiavellianism, and psychopathy - are disproportionately drawn to positions of authority. These traits can make them skilled at obtaining power through manipulation, charm, and ruthlessness.

Self-selection bias occurs. When positions of power are advertised, those most eager to control others are often the first to apply. This creates a pool of candidates skewed towards potentially abusive personalities. For example:

• A study of police officer applicants found those responding to ads emphasizing authority scored higher on aggression and social dominance
• Corporate leadership roles attract a higher percentage of individuals with psychopathic traits compared to the general population
• Political positions draw those with above-average narcissism scores

Systemic changes are needed. To counteract this, organizations must actively recruit ethical individuals and create screening processes to weed out those with corruptible tendencies. Broadening and deepening applicant pools can help attract more diverse, principled candidates.

2. Our Stone Age brains cause us to select leaders based on outdated criteria

"Are we hardwired to favor traits in leaders that our Stone Age ancestors would've found most desirable?"

Evolutionary mismatch occurs. Our brains evolved to select leaders suited for small hunter-gatherer bands, not complex modern societies. This causes us to instinctively favor traits that were once adaptive but are now often detrimental in leaders:

• Physical dominance (height, deep voice, etc.)
• Overconfidence and risk-taking
• In-group favoritism
• Quick, aggressive decision-making

Gender and racial biases persist. These Stone Age instincts contribute to the underrepresentation of women and minorities in leadership roles. Studies show people subconsciously associate leadership with stereotypically masculine traits.

Awareness is key. Recognizing these cognitive biases allows us to consciously override them. Organizations can implement blind recruitment processes, diverse hiring panels, and leadership training to counteract outdated selection criteria.

3. Bad systems, not just bad people, contribute to abuse of power

"Bad systems spit out bad leaders."

Context shapes behavior. Even well-intentioned individuals can abuse power when placed in dysfunctional systems. Key factors that enable corruption include:

• Lack of accountability
• Perverse incentives
• Normalization of unethical practices
• Concentration of unchecked authority

Case studies reveal systemic issues. Examples like the Stanford Prison Experiment demonstrate how quickly ordinary people can become abusive when given unchecked power over others. In real-world scenarios:

• Diplomatic immunity led to rampant parking violations by UN officials
• Lack of oversight enabled widespread embezzlement in some governments
• Corporate cultures that prioritize short-term profits over ethics produce scandals

Reform requires holistic approach. Addressing systemic issues through policy changes, cultural shifts, and restructuring of power dynamics is essential for lasting improvement in leadership quality.

4. Power does corrupt, but its effects are often exaggerated

"Four phenomena—dirty hands, learning, opportunity, and scrutiny—make it seem that power makes people worse than they actually are."

Nuanced view is necessary. While power can have corrosive effects, the common perception that it inevitably corrupts is oversimplified. Several factors contribute to this misperception:

1. Dirty hands: Leaders often face difficult moral choices that make them appear worse
2. Learning: People in power become more skilled at wielding it, not necessarily more corrupt
3. Opportunity: More chances to abuse power create more instances of wrongdoing
4. Scrutiny: Those in power face greater public examination of their actions

Research shows mixed effects. Studies on power's psychological impacts reveal both positive and negative changes:

• Increased confidence and action-taking
• Reduced empathy and perspective-taking
• Enhanced goal-focus and abstract thinking
• Potential for both selfishness and generosity depending on context

Individual differences matter. How power affects a person depends on their pre-existing personality, values, and the specific context in which they wield authority.

5. Gaining power can physically alter our bodies and behavior

"Power doesn't just corrupt, it also makes you more of a hypocrite."

Biological changes occur. Research shows that attaining positions of power can lead to measurable physiological shifts:

• Increased testosterone levels
• Altered brain activity in regions associated with empathy
• Changes in stress hormone production

Behavioral impacts emerge. These biological changes, combined with psychological effects, can alter how people in power act:

• Greater risk-taking and overconfidence
• Reduced ability to read others' emotions
• Increased likelihood of violating social norms
• Tendency to stereotype and objectify others

Health consequences vary. While some studies show health benefits from occupying high-status positions, others reveal increased stress and faster aging among those at the very top of hierarchies.

6. To improve leadership, we must actively recruit incorruptible people

"How can we make sure that better people try to gain power?"

Proactive recruitment is key. Rather than relying on self-selection, organizations should:

• Identify ethical individuals within their ranks and encourage them to seek leadership roles
• Partner with educational institutions to develop leadership pipelines focused on integrity
• Use targeted outreach to attract diverse candidates with strong moral foundations

Screening processes matter. Implement rigorous vetting to filter out potentially corruptible applicants:

• Psychological assessments for dark triad traits
• Scenario-based interviews to gauge ethical decision-making
• Background checks that go beyond criminal records to examine patterns of behavior

Culture shapes who applies. Create an organizational ethos that attracts principled individuals:

• Emphasize public service and ethical leadership in messaging
• Showcase role models who exemplify integrity in power
• Provide clear paths for ethical individuals to advance

7. Effective oversight requires focusing on those in control, not the controlled

"We're watching the wrong people."

Invert the panopticon. Rather than constant surveillance of low-level employees or citizens, create systems where those in power feel they could be watched at any time:

• Implement random audits of high-level decision-making
• Use technology to increase transparency in governance and corporate leadership
• Empower independent watchdogs and whistleblowers

Target oversight resources wisely. Recognize that abuses by those in power have far greater consequences:

• Shift investigative priorities to focus on white-collar crime and corruption
• Increase penalties for violations committed by those in authority
• Create specialized units to monitor potential abuses in key power centers

Foster a culture of accountability. Make it clear that no one is above scrutiny:

• Celebrate ethical leadership and expose misconduct at all levels
• Provide robust protections for those who report wrongdoing
• Regularly rotate personnel in sensitive positions to prevent entrenched corruption

8. Reminders of responsibility and human impact can improve leader behavior

"Unless you have a heart of stone, you're going to be impacted by the emotional vulnerability and expressions of these people in one-on-one confidential meetings."

Humanize consequences. Leaders often make decisions that affect many lives. Tactics to increase awareness of human impact include:

• Requiring decision-makers to meet with those affected by their choices
• Using virtual reality or immersive experiences to simulate outcomes
• Incorporating personal stories and faces into briefing materials

Create moral weight. Rituals and reminders can reinforce the gravity of power:

• Oaths of office that emphasize ethical obligations
• Regular ethics training focused on real-world scenarios
• Symbols and artifacts that represent responsibility (e.g., the UK's Letters of Last Resort)

Reduce psychological distance. Combat the tendency to view subordinates or the public as abstractions:

• Encourage leaders to spend time "on the ground" in various roles
• Implement job shadowing or exchange programs between different levels of hierarchy
• Use data visualization and storytelling to make statistics more relatable

9. Random integrity tests and oversight can deter abuse without constant surveillance

"You don't have to constantly watch people."

Leverage uncertainty. Create systems where those in power never know when they might be tested:

• Conduct surprise audits and inspections
• Use undercover operations to assess ethical behavior
• Implement random drug testing or financial reviews for those in sensitive positions

Balance deterrence and privacy. Design oversight mechanisms that are effective yet respect individual rights:

• Focus intensive monitoring on high-risk areas or roles
• Use data analytics to flag potential issues for targeted review
• Provide clear guidelines on what is and isn't subject to surveillance

Reward integrity. Complement deterrence with positive reinforcement:

• Publicly recognize ethical behavior and decision-making
• Tie promotions and bonuses to demonstrated integrity
• Create peer-nomination systems for integrity awards

10. Rather than waiting for principled leaders, we must create systems to produce them

"We need a better strategy than waiting for a modern-day Cincinnatus to save us."

Cultivate ethical leadership. Develop programs to identify and nurture individuals with strong moral foundations:

• Create mentorship programs pairing ethical leaders with promising juniors
• Offer ethics-focused leadership development courses
• Provide opportunities for young people to practice ethical decision-making

Design for accountability. Build systems that make it easier for good people to stay good:

• Implement checks and balances at all levels of organizations
• Create clear, enforceable codes of conduct
• Establish independent ethics committees with real power

Shift cultural narratives. Challenge societal glorification of ruthless or manipulative leaders:

• Highlight examples of successful, ethical leadership in media and education
• Reframe power as a responsibility rather than a privilege
• Encourage public discourse on the qualities we truly want in our leaders

Last updated: January 24, 2025