The Sincerity Trap: How Some Leaders Misuse Emotion

From the toolbox of leadership, a troubling item has emerged: the weaponization of sincerity. In this story, Brene Brown and others who advocate for open hearted and vulnerable leadership are cast as the brilliant inventors who may have lost control of their creation. The mask of emotion used to manipulate rather than connect.

My basic argument here is that some leaders, consciously or not, wield sincerity as a tool to mask their lack of preparation and competence. For followers who look to leaders for their authenticity, this tactic is as clever as it is devious. I want to deconstruct how it functions to undermine the formation of great cultures and therefore great performing companies.

Some leaders wield sincerity as a tool to mask their lack of preparation and competence.

The Allure of Sincerity

I know all about this as I've seen it in my own 25+ year leadership journey: when I am unprepared as a leader, I ramp up the compassion and sincerity. I am not really prepared, I think, so I'll just win them over with my sincerity. When I lack substance, I make up for it with appearance. Charisma and care fill the places where vision and direction are needed. Hopefully, I am less and less prone to this cheap tactic. But I see it in others as well.

The allure of sincerity is undeniable. A leader who exudes heartfelt emotion can easily captivate their audience, creating an aura of trust and goodwill. However, stepping onto this seemingly stable earnestness, one falls into a trap the leader didn't even know she set. Sincerity, when not paired with meticulous preparation and clear communication, becomes a smokescreen that obscures understanding and stifles critical inquiry.

For followers, the presence of sincerity often acts as a double-edged sword. On one hand, it is comforting and disarming; on the other, it can dull their critical faculties. When a leader appears genuine, questioning their intentions or competence feels almost sacrilegious. The sincerity becomes a shield, deflecting scrutiny while fostering confusion.

This phenomenon is not merely accidental. Some leaders have come to rely on sincerity as a strategic substitute for the hard work of critical thinking and thorough preparation. The belief seems to be that if they can project enough earnestness, it will be mistaken for confidence and competence. This is a dangerous illusion. While the leader might think they are "saving face", the culture slowly erodes and performance along with it.

Clarity Beats Sincerity

Bob Sutton, a renowned expert in leadership, coined the term "jargon monoxide" to describe the toxic effect of convoluted language. In a similar vein, sincerity without substance is a form of emotional monoxide—an invisible, yet insidious force that clouds judgment and blurs the lines between truth and deception.

A tragic example of empty sincerity is Elizabeth Holmes. The now disgraced founding CEO of Theranos, Ms Holmes demonstrated such sincerity to investors they gave her more than $700 million. At its peak, the company had a $9 billion valuation in 2013 and 2014. Her promise was hundreds of tests on one drop of blood in a table top device called Edison. A 2016 interview with Sanjay Gupta ends with this incredible exchange especially considering she now sits behind bars.

SG: Does it work

EH: Yes

SG: Are you confident in that?

EH: I am confident in that.

She answers with confidence, poise, and most of all, sincerity.

True leadership demands more than sincerity. It requires honesty, clarity, and a relentless commitment to truth. It is not enough to simply appear sincere; leaders must be prepared, precise, and transparent. Sincerity should complement these virtues, not replace them.

It is not enough to simply appear sincere; leaders must be prepared, precise, and transparent. Sincerity should complement these virtues, not replace them.

In the end, the essence of effective leadership lies not in the depth of one's sincerity, but the strength of one's vision and clarity of their communication. Sincerity must serve as a bridge to understanding, rather than a barrier.