Would You Rather Be Genghis Khan or Richard Branson?

ChatGPT may be the best-educated entity on the planet, in terms of the sheer amount of knowledge it can draw on in a conversation. This issue continues a series of conversations with the AI system in which together we take a deep dive into one topic. As always, I've used my ghostwriting skills to clean up Chat's responses to make them more readable and engaging.

BRUCE: Let's have a conversation today about two very different career strategies that a professional might choose: being a fierce competitor vs. practicing enlightened self-interest. In other words, is it better to be Genghis Khan or Richard Branson?

CHAT: Great idea! Being a fierce competitor could involve taking on challenging tasks, aggressively pursuing promotions, and seeking to excel in every aspect of their job.?

Practicing enlightened self-interest means pursuing your own goals while also considering the well-being of others. This involves cooperating with colleagues, sharing knowledge, and building mutually beneficial relationships.

Both strategies can lead to success, but they will result in different professional experiences and relationships.

BRUCE: Please name one or two books that do a good job of describing the first strategy.

CHAT: “The 48 Laws of Power” by Robert Greene outlines a set of rules designed to help readers achieve power and success in various aspects of life, including their careers. Many of the laws emphasize competition, manipulation, and strategic thinking, which align with the fierce competitor strategy. “Winning” by Jack Welch and Suzy Welch shares insights on how to succeed in business and climb the corporate ladder. The book discusses the importance of being competitive, taking risks, and constantly striving for excellence, reflecting the mindset of a fierce competitor.

BRUCE: The press used to love Jack Welch, but GE's performance didn't do so well in the aftermath of his leadership.

CHAT: You're correct. While Jack Welch was widely praised during his tenure as CEO of GE from 1981 to 2001, the company's performance declined in the years that followed his departure. GE experienced a significant loss in market value, and some of its businesses struggled. Welch's management style prioritized short-term gains, often at the expense of long-term stability. This approach led to a strong focus on quarterly earnings and meeting Wall Street expectations, which may have resulted in underinvestment in future growth opportunities.

Critics also argue that Welch's focus on himself as the central figure in GE's success contributed to a lack of strong, well-prepared successors. When Jeff Immelt took over as CEO in 2001, he faced the challenging task of managing a complex and diversified conglomerate without the same level of experience and expertise as his predecessor.

BRUCE: I'm a bit biased, and think: those who live by the sword, die by the sword. Is it fair to say a take-no-prisoners strategy may work better in the short run than the long run?

CHAT: It's understandable to have that perspective. A take-no-prisoners strategy may work better in the short run but can have negative long-term consequences. It can lead to reputation damage, burnout, high turnover, and an inability to adapt to changing circumstances.

BRUCE: What does Greene have to say about this?

CHAT: Robert Greene's “The 48 Laws of Power” doesn't explicitly address the long-term consequences of such a strategy. However, some of the laws he presents can be seen as advocating for more strategic, cunning, and sometimes ruthless behavior. The book aims to help individuals achieve power and success, but it doesn't delve deeply into the potential long-term effects of applying these tactics.?

BRUCE: So... grab the money and don't worry too much about the consequences?

CHAT: Not exactly. While some of the advice in “The 48 Laws of Power” might be interpreted as prioritizing personal success without considering consequences, it's essential for professionals to strike a balance between their goals and ethical considerations. Pursuing success at all costs can lead to negative outcomes, as we discussed earlier.?

BRUCE: What book or books do the best job of describing enlightened self-interest? I'm thinking about Adam Grant's superb book, “Give and Take”.

CHAT: “Give and Take” by Adam Grant is indeed an excellent book that focuses on the concept of enlightened self-interest. Grant emphasizes the power of generosity and collaboration in achieving personal and professional success.?

Two other books that advocate for enlightened self-interest are “The Go-Giver” by Bob Burg and John David Mann and also “How to Win Friends and Influence People” by Dale Carnegie. The former is a parable that emphasizes the importance of giving, sharing, and helping others as a path to personal success and fulfillment. Carnegie’s classic offers timeless advice on building relationships, empathizing with others, and fostering cooperation.

These books encourage a more collaborative and empathetic approach to success, which can lead to more sustainable, long-term outcomes.

BRUCE: I agree. Bob Burg practices what he preaches, which I greatly respect. And I've read Carnegie's book several times. Is it fair to say their message is: the best way to advance your own success and fulfillment is to get better at helping others?

CHAT: Yes, that's fair. Both emphasize that focusing on helping others, building genuine relationships, and fostering cooperation can ultimately lead to personal success and fulfillment.

BRUCE: Adam Grant says that the most successful givers are people who are other-focused but also good at keeping their own priorities in mind.

CHAT: That's correct. Grant's research in “Give and Take” highlights that the most successful givers are those who balance their generosity with their own needs and priorities. This approach, often referred to as "otherish" giving, allows individuals to maintain a healthy balance between helping others and taking care of themselves.

Being other-focused and generous can lead to better relationships and improved collaboration, which can contribute to success. But? it's also essential to set boundaries and ensure that one's own goals and well-being are not compromised in the process..

BRUCE: In other words, you don't want to spin your wheels helping one person after another without having any sense of focus or continuity in your own life.

CHAT: Exactly. While it's important to help others, it's equally important to maintain focus and continuity in your own life.?

BRUCE: I'm thinking that it will be hard to prove which strategy works best, so what do you think of the direction that says professionals need to decide which type of person they wish to be—for example, a powerful leader versus a servant leader—and then fully embrace that strategy. In other words, get out of the middle; pick one strategy or the other.

CHAT: It is indeed challenging to determine which strategy works best, as success can be influenced by various factors such as personality, industry, work environment, and personal values. Your suggestion of choosing a type of leader you want to be and fully embracing that strategy has merit.

By committing to a specific leadership style, professionals can develop a clear identity, align their actions with their values, and be more consistent in their approach. This clarity can also help others better understand and relate to the leader, fostering trust and collaboration.

Still, it's important to remain flexible and adaptable. Circumstances may require a leader to modify their approach or employ elements from both strategies to be effective. In essence, while choosing a primary leadership style is important, being open to learning and adapting can make a leader more versatile and resilient.

BRUCE: Not sure I agree with that last part. It's hard to be a jerk when the going gets hard, and then afterwards to convince people you want to be kind and thoughtful again.

CHAT: You raise a valid point. It can indeed be challenging to shift between drastically different leadership styles, especially if they involve a significant change in behavior. Trust is a critical component of effective leadership, and constantly switching between styles can erode trust and make it difficult for others to know what to expect.

BRUCE: It's easy to confuse other-focus with weakness. Some of the toughest people I know will fight fiercely for the rights of others.

CHAT: You're absolutely right. Being other-focused or practicing enlightened self-interest does not equate to weakness. In fact, some of the most resilient and influential leaders demonstrate a strong commitment to the well-being of others while maintaining their own principles and convictions. They know when to stand up for what they believe in and are willing to face challenges for the benefit of others.

BRUCE: I like to close our conversations by inviting you to compose a haiku about our conversation, if you don't mind.

CHAT:

Fierce competition,

Enlightened paths intertwine,

Balance guides success.

BRUCE: Can you please talk a bit more about the meaning of your beautiful haiku?

CHAT: Thank you for your kind words. In the haiku, I aimed to capture the essence of our conversation about the two different career strategies. Here's a breakdown of the meaning behind each line:

"Fierce competition": This line represents the first strategy we discussed, where individuals focus on outperforming others and aggressively pursue success.

"Enlightened paths intertwine": This highlights the second strategy, enlightened self-interest, and implies that both strategies can coexist or blend in certain situations. The intertwining paths symbolize the need for professionals to find a balance between these approaches according to their values and goals.

"Balance guides success": The final line emphasizes that finding the right balance between competition and collaboration, or between self-interest and helping others, is crucial for achieving sustainable success. It serves as a reminder that both strategies can be effective but should be employed mindfully and in alignment with one's core principles.

The haiku aims to capture the nuance of our discussion and express the idea that finding harmony between different approaches can lead to meaningful and enduring success.

BRUCE: Beautifully said. I look forward to our next conversation. Thanks for talking with me again.

CHAT: Thank you for the engaging conversation. I'm glad you enjoyed it, and I look forward to our next discussion as well.

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Bruce Kasanoff?is a social media ghostwriter for entrepreneurs, consultants and coaches (and every now and then, an AI language model).