The humble are more likely to be effective in confronting, and helping others confront, real challenges, compared to those who lack these qualities. In contrast, when people are less talented than they think, they can be seen as arrogant, overconfident, or deluded. In short, people who are talented, bring deep expertise, or training and practice, or thoughtful deliberation about the challenges that lie ahead, can be seen as humble. You can be confident in your abilities and, if your confidence is realistic (i.e., aligned with your actual abilities), we do not label it вЂњarrogance.вЂќ By the same token, when talent, skill, or expertise are lacking, but confidence is not, that imbalance defines arrogance. There is a crucial difference between arrogance and confidence. ItвЂ™s as if we humans are hard-wired to fall into traps of our own making. What do Harvey Weinstein, Bernie Madoff, and Jeffrey Epstein have in common? Delusions of grandeur inhibited their self-control, restraint, and empathy while perpetuating their own illusions of immunity to consequences, further fueling their parasitic behavior. Research suggests further that arrogance increases the propensity to engage in corrupt and antisocial behavior. All too many politicians embody this harmful pattern, but itвЂ™s also prevalent in the private sector. Yet, we have all seen it over and over again : A charismatic, entertaining, and sometimes even pathologically narcissistic, person gets elevated to a leadership role, only to be revealed as arrogant, deluded, and entitled-to everyone elseвЂ™s detriment. Considerable research demonstrates that humility is rational and constructive. Their teams experience a lack of psychological safety, their performance suffers, and their organizations (or nations) pay a high price. When arrogant people are in charge, they tend to disengage, alienate, and diminish others. Our desire to work for people who are not unjustifiably pleased with themselves, and not unaware of their limitations, is rational. Yet, management books and articles keep celebrating the idea of humble leaders. These findings explain why arrogant bosses are far more common than realistic, humble bosses. The more deluded people are about their own skills and talents, the easier it is for them to fool others into thinking they are more capable than they are actually.As observers, we are prone to mistaking confidence for competence, which explains why people who appear assertive, overconfident, and even arrogant, can be mistaken for especially talented individuals, and thus selected for leadership roles (in both public and private sector organizations).Sometimes called the Lake Woebegone effect, most people overestimate their own skills across a variety of domains. Humans have a general tendency to overestimate their talents and bosses are (still) predominantly human (although we hear that AI bosses are imminent).

Fallout 4 a world of pain