James B. Stewart’s words on the front jacket of the book, tell the essence of the story well: “A fascinating look at how ego and hubris destroyed an industry . . .” Indeed, of all the leadership lessons learned, the most pervasive and persuasive in the book is that hubris is the downfall of leaders and, thus, their organizations.

Over eight years ago I read Crash Course: The American Automobile Industry’s Road from Glory to Disaster by Paul Ingrassia. The book is a fascinating account of the rise and fall of the “Big Three” automakers: General Motors, Ford, and Chrysler. Only Ford avoided the ultimate fall of bankruptcy.

I wrote a blog post on the book, much of which is repeated here. It is an amazing reminder of both the pressures and temptations of leadership

My initial desire was to learn from the lessons of the automobile industry, both the good and the bad. Though most of the book does focus on the enormous missteps of many in the automobile industry, it is fair to give credit where credit is due. For example, in 2006, Bill Ford, holding the multiple titles of Chairman, President, and CEO of Ford, understood that his leadership was not getting the job done. So he, in essence, fired himself as President and CEO and brought new leadership to Ford. That move likely was the decisive moment that led the company to avoid bankruptcy.  “I have a lot of myself invested in this company,” Ford explained, “but not my ego.”

Unfortunately, Bill Ford’s actions were the exception and not the rule. Those in management of the Big Three and those in leadership of the union at times demonstrated such lack of leadership that we, in hindsight, wonder how leaders can head down such destructive paths.

The Essence of It All

James B. Stewart’s words on the front jacket of the book, tell the essence of the story well: “A fascinating look at how ego and hubris destroyed an industry . . .” Indeed, of all the leadership lessons learned, the most pervasive and persuasive in the book is that hubris is the downfall of leaders and, thus, their organizations.

I was thus intrigued to follow the lives and leadership paths of these leaders in the book. I quickly saw some clear patterns of leadership infected with hubris.

The Signs of Hubris

My list is not exhaustive, but I do believe it is telling. In each of the corporate leaders’ and union leaders’ lives, the following patterns began to emerge. In them you can see the signs of hubris for any leader.

[Editor’s note: This article is incomplete. The link (URL) to the original article is unavailable and has been removed.]