In a previous post I alluded to the loss of N’Golo Kanté as a possible factor in Leicester City FC’s dismal performance in the season at that time (only five wins in 25 league games), in contrast with their winning the Premier League championship the previous season. This poor record led to the firing of the celebrated coach Claudio Ranieri, who previously had been widely praised for last year’s miracle finish.
But something funny has happened since. Under the management of the unheralded Craig Shakespeare, who had never been anything but an assistant manager (and, for one game, a caretaker manager), the club has won not only three straight League games, but overcame a first-leg loss to Sevilla to win on aggregate and advance to the UEFA Champions League quarter-finals, the only English team to do so.
I have long been skeptical of the value of “supermanagers” (be they sports coaches, company CEOs, city managers, police chiefs, school superintendents, or university presidents), typically hired by the institution’s governing board amid great fanfare and after a national or international search, and usually based on the candidate’s supposedly stellar performance at another institution.
The hiring of celebrity architects for public buildings falls into the same category.
And what I used to find surprising is the ease with which the boards fall for the spiel. After all, corporate and institutional boards, city councils and the like are supposed to be made up of smart people, who — one would think — could see past the bullshit, as glibly as it may be presented.
But I am no longer surprised. They are, I have found, not all that smart. Typically, they have attained their positions as a reward for some success in life, and this success (often due to luck) has led them to believe that they are smart. So that they are, in fact, under the same self-aggrandizing illusion as the candidates that they interview for management positions.
That makes it hard to see past the self-promotion.