“A person wrapped up in himself/herself makes a tiny parcel.”

 B. Franklin, an American polymath, inventor, and Founding Father known for his wit and wisdom

The Mirage of Working Close to the Sun (True Story)

Throughout my career, I have encountered many young colleagues who have transitioned through various roles, achieving significant progress and securing excellent positions. However, when they eventually assumed roles that required frequent interaction with senior leadership, supporting and presenting to them, a noticeable shift occurred. The nature of these roles necessitated regular engagement with senior leaders.

Over time, I observed that these individuals began to believe that the attention from senior leadership was a reflection of their unique capabilities and exceptional performance. They perceived that leaders were engaging with them because of their personal greatness, rather than understanding that the role itself mandated such interactions due to the specialised responsibilities they managed or the critical materials they prepared for important reviews.

“Self-importance is a belief that you matter more than other people; it means feeling like your problems are bigger and more important and your triumphs are more glorious than anyone else’s.” 

Gemma Kate, a writer and mindset coach behind The Goal Chaser

How Can You Observe When Someone Is Overestimating Personal Influence?

Misinterpreting Leadership Attention

In my experience as a leader, I often find myself engaging with individuals primarily based on the importance of their role in helping achieve our organisational goals. I have noticed that sometimes, when someone overestimates their influence, they might interpret the attention they receive as a sign of their own unique value. In reality, I see it as a natural function of their position within the organisation.

CONSEQUENCE: If you focus your self-pitch or your everyday corridor chat on how important you are, what have you done for that and that leader, how late you stayed and how little you have slept — colleagues around you will start to limit the interactions with you, other leaders would begin to stay away from you as they don’t need an IC rockstar who is full of themselves.

Assuming Irreplaceability

The individual may believe that no one else could perform their role as effectively as they do, leading to an inflated sense of self-worth within the organisation. This belief can close their eyes to the fact that many roles are designed to be filled by qualified professionals, and others could perform just as well, or even better, if given the opportunity.

CONSEQUENCE: Missed Opportunities for Growth: Overconfidence can prevent individuals from seeking feedback or learning from others, as they may believe they already possess the best knowledge. They may block the role for others because they think there is no other role “suitable” for their skills that does not directly involve senior leaders. This attitude stifles personal growth and professional development.

Overconfidence in Decision-Making

Individuals may begin to make decisions or offer feedback under the presumption that their viewpoints are more influential than they actually are. This misconception can result in suboptimal judgment or choices that are misaligned with the overarching objectives of the organisation.

CONSEQUENCE: This situation can lead to tension between the individual and leadership, especially when leaders focus heavily on results and effective teamwork. In such environments, individuals who prioritise their personal achievements or have a strong sense of pride may be seen as arrogant or difficult to collaborate with. This perception can create barriers to communication and teamwork, potentially hindering overall progress and creating a challenging dynamic for everyone involved.

Expecting Preferential Treatment

Overestimating one’s influence can lead individuals to develop unrealistic expectations regarding the privileges, recognition, or rewards they believe they deserve from leadership. When these expectations are not met, it can result in feelings of disappointment, resentment, or being undervalued, which may negatively impact their motivation and relationships within the organisation.

CONSEQUENCE: Vulnerability during Role Change: When the individual is removed from the role — whether due to regular refresh of the talent, reassignment, or departure — they may struggle to reconcile their self-worth with the diminished significance of their position. It can lead to identity crises or difficulty transitioning to new roles.

“Humility is not thinking less of yourself, it’s thinking of yourself less.”

C. S. Lewis, a British writer and lay theologian, best known for The Chronicles of Narnia and his reflections on morality and faith.

Now, How to Avoid This Pitfall

1. Focus on Role Contribution Instead of Personal Importance

Recognise that leadership primarily values your capability to perform the responsibilities associated with your role effectively. While personal traits and presence may be appreciated, they are not the sole determinants of your worth or potential in the organisation. Focus on demonstrating competence, dedication, and the ability to deliver results, as these qualities are often the key factors that leadership considers when evaluating your contributions.

2. Seek Feedback Regularly

Ask for helpful feedback from your leaders and colleagues often. It keeps you aware of how you’re doing, highlights what you’re good at, and shows where you can improve. It also helps you see how your work supports the team’s goals. Listening to feedback helps you grow, get better skills, and show your dedication to your role and the team’s success.  

3. Practice Humility

It’s essential to recognise that roles within an organisation are designed to fulfil specific needs, and these roles can be filled by multiple capable individuals, not just one person. Instead of focusing solely on personal achievements or recognition, emphasising teamwork is better. When everyone collaborates and supports one another, the organisation functions more smoothly and effectively, creating a better environment for everyone to succeed.

4. Understand Leadership Dynamics

Understand how successful leaders decide what matters most and where to focus their attention. By learning this, you can avoid misunderstandings, like thinking someone’s actions are about personal importance when they are actually about strategic priorities. This knowledge helps you see the bigger picture and interpret interactions more accurately.

5. Prepare for Transitions

To be prepared for any changes in your job or role, focus on developing your skills, fostering strong relationships, and maintaining flexibility. Don’t depend only on your current influence or position; prepare yourself to adapt and grow no matter what comes your way.

Conclusion

Self-importance in the corporate world often leads to arrogance, poor teamwork, and a lack of genuine collaboration, which can undermine organisational goals. Leaders and employees who prioritise their own status over the collective good tend to alienate colleagues, stifle innovation, and create toxic work environments. 

In contrast, humility fosters open communication, continuous learning, and respect for diverse perspectives  — essential components for long-term success. 

Ultimately, organisations led by humble people build stronger teams and achieve sustainable results, as humility cultivates trust and drives collective achievement over individual ego.

“The best way to find yourself is to lose yourself in the service of others.”

Mahatma Gandhi, an Indian lawyer and spiritual leader who led the nonviolent resistance movement for India’s independence.