What the Surgeon General Misses about Loneliness

US Surgeon General Vivek Murthy wrote a New York Times opinion piece two weeks ago about loneliness. He called it a “public health” problem and suggested the cause is isolation.  

The Washington Post published a follow-up article based on the significant response it got to the advisory, noting: 

Some (readers) pushed back on the notion that isolation was bad for them, describing themselves as introverts who prefer solitude or distrust others in their community.

So, on the one hand, you have people being told they are lonely, and they must be fixed, who do not see a problem themselves and aren't asking to be fixed. On the other hand, as noted by a sociologist in a Psychology Today article, the surgeon general's advisory reduces loneliness to "something people often bring on themselves." The fix for this lack of social interaction is, therefore, more social interaction. But there are "many outgoing people with active social lives (who) are lonely."  

Symptoms interpreted as caused by a lack of interaction may actually be caused by estrangement. This alienation would not be solved by additional interaction but by more meaningful connections. That is, quality instead of quantity. 

Stephen Goforth

Solo Performance

A mountain of studies has shown that face-to-face brainstorming and teamwork often lead to inferior decisionmaking. That’s because social dynamics lead groups astray; they coalesce around the loudest extrovert’s most confidently asserted idea, no matter how daft it might be.

What works better? “Virtual” collaboration—with team members cogitating on solutions alone, in private, before getting together to talk them over. As Susan Cain (who wrote Quiet: The Power of Introverts in a World That Can’t Stop Talking) discovered, researchers have found that groups working in this fashion generate better ideas and solve problems more adroitly. To really get the best out of people, have them work alone first, then network later.

Sounds like the way people collaborate on the Internet, doesn’t it? With texting, chat, status updates, comment threads, and email, you hash over ideas and thoughts with a pause between each utterance, giving crucial time for reflection. Plus, you can do so in private.

(The) overall the irony here is pretty gorgeous. It suggests we’ve been thinking about the social web the wrong way. We generally assume that it has unleashed an unruly explosion of disclosure, a constant high school of blather. But what it has really done is made our culture more introverted—and productively so. Now if we could just get some doors on those cubicles.

Clive Thompson writing in Wired Magazine

Attributes of a high-performing Leader

A decade long study published in Harvard Business Review set out to identify the specific attributes that differentiate high-performing CEOs: 

Our findings challenged many widely held assumptions. For example, our analysis revealed that while boards often gravitate toward charismatic extroverts, introverts are slightly more likely to surpass the expectations of their boards and investors.

We were also surprised to learn that virtually all CEO candidates had made material mistakes in the past, and 45% of them had had at least one major career blowup that ended a job or was extremely costly to the business. Yet more than 78% of that subgroup of candidates ultimately won the top job.

We discovered that high-performing CEOs do not necessarily stand out for making great decisions all the time; rather, they stand out for being more decisive. They make decisions earlier, faster, and with greater conviction. They do so consistently—even amid ambiguity, with incomplete information, and in unfamiliar domains. In our data, people who were described as “decisive” were 12 times more likely to be high-performing CEOs.

Read more about the CEO Genome Project in the Harvard Business Review