THE TROUBLING PSYCHOLOGY BEHIND SOME OF AMERICA'S MOST FAMOUS MEN.
Steve Jobs, Harvey Weinstein, Lance Armstrong, Donald Trump. Each one reached the pinnacle of American success. Is it because they were ambitious visionaries and talented entrepreneurs? Most Americans would say yes to both. But what else do they have in common?
They’re known for being mean.
Drawing on author Mark Lipton’s extensive experience as adviser to major corporations, start-ups, government agencies, and not-for-profits, Mean Men synthesizes decades of psychological research to expose what really drives this subset of America’s leaders. As surprising as it is alarming, the book reveals dark truths about a psychological disorder that rules many of our boardrooms, and challenges the status quo with a more effective humanistic approach to leadership.
Mark Lipton is graduate professor of management at The New School in New York City. For over forty years, he has been a trusted adviser to a diverse client base, including founders of transformative start-ups, global Fortune 500 companies, think tanks, and some of the world’s largest NGOs.
Mark's writing is informed and inspired by his roles as a consultant and professor. His articles for such publications as Harvard Business Review, MIT Sloan Management Review, Deloitte University Press, and Journal of Management Consulting all share a focus on his experiences working with C-level executives. His last business book, Guiding Growth (Harvard Business School Press), helps CEOs master the complexity of defining and implementing organizational visions. Mean Men, his new book, will unlock the mystery of why many in entrepreneurially driven professions are as admired as they are cruel.
As professor of management at The New School in New York City since 1980, he has been continually energized by amazing graduate students from around the world. He led graduate management programs for most of his tenure at the university, designed its Organizational Change Management degree, and created the Tenenbaum Leadership Initiative. His blog captures provocative organizational issues raised in the classroom and through his research.
Leading a consulting practice for over forty years, Mark collaborates with his C-suite clients on strategic challenges focusing on leadership, vision, and organizational alignment. He has served as a trusted adviser to organizations around the world representing the private, public, not-for-profit, and NGO sectors. Most recently, his focus has been on the CEO role in particular. In addition to his own practice, Mark is also an adviser to Deloitte, where he heads eminence and content strategy for their CEO Program.