“Power is a tumor that ends up killing its victim’s sympathies” – Henry Adams
“Power is a tumor that ends up killing its victim’s sympathies” (Jarvis, 2019, p. 56). This quote from historian Henry Adams sets the tone for Chapter 3 of Company of One, where Paul Jarvis explores what is required to lead effectively, and more importantly, how to do so without letting power erode your empathy and humanity. Leadership, when fueled by ego and unchecked ambition, can become toxic. But Jarvis offers a counterbalance: a collection of traits and strategies that allow leaders to inspire, guide, and support others without falling prey to the corrupting nature of power.
Jarvis identifies 19 leadership traits and skills commonly found in effective leaders: charisma, goal setting, confidence, persuasiveness, servant-mindedness, humility, motivation, clear communication, a diverse knowledge base and skill set, emotional intelligence, resilience, focus, decisiveness, agility, vigilance, relentlessness, self-awareness, empathy, and gratitude. What’s striking about this list is that most of these traits emphasize how a leader connects with others rather than how they control them. This is the opposite of power for power’s sake. Instead, these are qualities rooted in service, reflection, and purpose.
One of the most interesting insights in this chapter is Jarvis’s comparison of introverted and extroverted leaders. Contrary to the traditional image of bold, outgoing CEOs, Jarvis notes that quieter, calmer leaders often make the best listeners (p. 47). They are more likely to stay focused, hear out their team members, and are not afraid to roll up their sleeves and get to work (p. 47). This leadership style aligns well with the idea that effective leaders do not micromanage, they guide. They provide clarity and direction while allowing their teams the space to operate independently.
Personally, I picture this balance as a bowling lane with bumpers. The team has the autonomy to roll the ball and make decisions, take initiative, and solve problems, but the bumpers represent the boundaries a leader sets to keep efforts aligned with the organization’s larger goals. It is a way to ensure freedom within a defined framework. The leader’s role is to set those limits clearly, so the team does not stray too far off course, but they still has the room to work creatively and with ownership. Autonomy doesn’t mean chaos, it means trust, with structure.
This philosophy aligns with how I manage my team, time, and responsibilities. One of the most important lessons from this chapter is the necessity of setting boundaries (p. 56). Jarvis warns that without clear limits, leaders risk becoming overwhelmed and burned out, unable to focus on the work that matters most to them (p. 56). For me, saying “no” looks like time-blocking. I reserve every Tuesday and Thursday for deep work, which allows me to have focused, uninterrupted time to write, think, and create. All meetings, collaboration, and “customer” interactions happen on the remaining days. Without these boundaries, my calendar quickly spirals into a string of back-to-back meetings, leaving no room for strategic or proposal development work. Saying “no” to protect this space is not selfish, it’s essential.
If time-blocking is not a practical option for you, consider exploring other time management techniques in the article Mastering Your Schedule: Effective Time Management Strategies for Success published by the University of Pennsylvania (2024).
Leadership does not have to be loud, domineering, or power-hungry. In fact, the most effective leaders are those who remain grounded in humility, service, and clarity. By developing self-awareness, listening more than we speak, and setting healthy boundaries, we can avoid the trap Adams warns of. True leadership is not about gaining power, it’s about using whatever influence we have to make space for others, to empower them, and to remain fiercely aligned with our values. That is the kind of leader I aspire to be.
I would love to hear your thoughts:
- Have you ever worked under a leader who embodied the “bumpers on a bowling lane” approach? How did that influence your performance?
- What does “saying no” look like in your work or personal life? How do you maintain boundaries that protect your time and energy?
References
Jarvis, P. (2019). Company of One: Why staying small is the next big thing for business. New York: Harper Collins Publishers.
University of Pennsylvania. (2024, May 9). Mastering your schedule: effective time management strategies for success. Retrieved from Penn LPS: https://lpsonline.sas.upenn.edu/features/mastering-your-schedule-effective-time-management-strategies-success
Beyond Authority 
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