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Steve Jobs: A Genius, Yes; A Role Model for the Rest of Us, No Way

This article was published in Scientific American’s former blog network and reflects the views of the author, not necessarily those of Scientific American


The nearly three weeks since Steve Jobs’s death has been like an extended tribute to the first global head of state. The memorial ceremonies worldwide, the special commemorative issues and, today, the release of Walter Isaacson’s Steve Jobs, all bear testament to the Apple founder’s legacy. Jobs deserved it. As Isaacson pointed out on CBS's 60 Minutes last night, Jobs transformed personal computers, telephones, even retail stores, among others—and he would have probably taken on television, if he had lived long enough.

Many heads of state assuredly do not merit such eulogies. Gaddafi is dead. And when the Turkmens turned out to mourn Saparmurat Atayevich Niyazov in 2006, they were probably secretly celebrating at least the recovery of the month of January, as Niyazov had renamed the first month of the year after his personal honorific, Türkmenbaşy.

One thread among the encomiums suggests that the world would be a better place if we just had more Steve Jobs in high places. Consider this from Thomas Friedman: “The melancholy over Steve Jobs’s passing is not just about the loss of the inventor of so many products we enjoy. It is also about the loss of someone who personified so many of the leadership traits we know are missing from our national politics.”


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It would be unfortunate if the remembrance of Jobs spawns a legion of Steve wannabes. Jobs, in geekspeak, was an “N of 1.” Jobs’s perfectionism and design sense helped establish Apple's signature “iBrands,” but these traits also transcended, to some extent, a toxic personality that could have served as a model for the Kevin Spacey character in the movie "Horrible Bosses." In the film, Dave Harken implies that a promotion awaits one of his employees but ends up awarding it to himself. The Jobs equivalent: stiffing early Apple employees out of stock options when the company first went public. The guy was a…

In the weeks since his death, Jobs has been compared to Einstein and Edison. Maybe so. But the problem with using his interpersonal style as a management role model is that the rest of us, to parrot Apple advertising, will assuredly blow it. In business, the control freak boss—the emblematic Jobs model—is a recipe for unintentionally delivering your best employees as new hires to your closest competitors.

Millions of people have to manage others, and this challenge doesn’t necessarily bring out the best in us. A 2005 article by two psychologists from the University of Surrey, "Disordered Personalities at Work," found that senior British executives were more likely to demonstrate histrionic personality disorder (grandiosity and lack of empathy among other traits) than criminal psychiatric patients at Broadmoor Special Hospital in Berkshire, England, and they were equally likely to show narcissistic (perfectionism and a dictatorial bent) and compulsive tendencies. Is it that this type of person is attracted to the job or the workplace encourages this type of behavior? Who knows? But entreating subordinates to “insanely great” levels of performance, to quote Jobs’s hyperbolic rhetoric, is more likely to initiate a collective bargaining drive than produce the next iPad.

Even Jobs may have been at his best when he left behind the persona of the old Steve. New Yorker writer James Surowiecki and author of The Wisdom of Crowds: Why the Many Are Smarter Than the Few and How Collective Wisdom Shapes Business, Economies, Societies and Nations, noted in that magazine how Jobs loosened up in recent years on his insistence on totally closed architectures. The old Steve might have forbidden MP3s on iPods and apps for iPhones and iPads. Giving up a modicum of control eventually propelled the company to heights it had never before experienced—and cemented Jobs's legacy in the most histrionic terms imaginable.

Source: Wikimedia Commons

Gary Stix, Scientific American's neuroscience and psychology editor, commissions, edits and reports on emerging advances and technologies that have propelled brain science to the forefront of the biological sciences. Developments chronicled in dozens of cover stories, feature articles and news stories, document groundbreaking neuroimaging techniques that reveal what happens in the brain while you are immersed in thought; the arrival of brain implants that alleviate mood disorders like depression; lab-made brains; psychological resilience; meditation; the intricacies of sleep; the new era for psychedelic drugs and artificial intelligence and growing insights leading to an understanding of our conscious selves. Before taking over the neuroscience beat, Stix, as Scientific American's special projects editor, oversaw the magazine's annual single-topic special issues, conceiving of and producing issues on Einstein, Darwin, climate change, nanotechnology and the nature of time. The issue he edited on time won a National Magazine Award. Besides mind and brain coverage, Stix has edited or written cover stories on Wall Street quants, building the world's tallest building, Olympic training methods, molecular electronics, what makes us human and the things you should and should not eat. Stix started a monthly column, Working Knowledge, that gave the reader a peek at the design and function of common technologies, from polygraph machines to Velcro. It eventually became the magazine's Graphic Science column. He also initiated a column on patents and intellectual property and another on the genesis of the ingenious ideas underlying new technologies in fields like electronics and biotechnology. Stix is the author with his wife, Miriam Lacob, of a technology primer called Who Gives a Gigabyte: A Survival Guide to the Technologically Perplexed (John Wiley & Sons, 1999).

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