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Freakonomics Radio

Why Are There So Many Bad Bosses?

Freakonomics Radio

Freakonomics Radio + Stitcher

Documentary, Society & Culture

4.632K Ratings

🗓️ 3 March 2022

⏱️ 49 minutes

🧾️ Download transcript

Summary

People who are good at their jobs routinely get promoted into bigger jobs they’re bad at. We explain why firms keep producing incompetent managers — and why that’s unlikely to change.

Transcript

Click on a timestamp to play from that location

0:00.0

My name's Katie Johnson, and I'm a data scientist.

0:09.7

Johnson is 31 years old and lives in London.

0:12.4

She grew up near Bristol, went to university in Birmingham, and since then has held a series

0:17.3

of increasingly impressive jobs at a series of companies.

0:20.5

These were all what are known as

0:22.1

IC jobs, IC standing for individual contributor, which means what?

0:27.1

It is someone who makes, as opposed to managing people who make. Johnson loved being

0:34.9

an IC. She loved analyzing data, and she was really good at her job.

0:40.0

But after a while, she thought it might be nice to become a boss.

0:44.4

Yeah, I wanted to manage more and more people.

0:47.1

And you wanted to manage more people because why?

0:49.7

You were just power hungry like the rest of us?

0:52.6

I think there's a couple of reasons.

0:54.5

So the first is that I wanted to start getting more autonomy over what I was working on.

1:00.0

I would be working on stuff in my IC role and I think this isn't the most important thing.

1:04.0

And I thought that if I became the leader of the team, then I would get to pick what I worked on.

1:10.0

Okay, that seems sensible. The other reason was

1:13.0

to have more impact at the companies I was working at, so you could describe this as having a seat

1:18.5

at the table. Also sensible. I guess the final reason is that we all kind of, not everyone, I guess,

1:25.2

but I was included in this, have a concept that being

1:28.2

more successful means being more senior. And so in order to not necessarily show others,

1:34.0

but definitely myself that I had achieved and become successful, I needed to keep moving

...

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