Power
Paul Graham argues that powerful yet uncharismatic people tend to be disliked because their power attracts criticism that they lack the charm to deflect. Using Hillary Clinton and builder-type CEOs as examples, he notes that such leaders are often the best for the role despite attracting criticism. Graham suggests there is no solution, but that being a magnet for criticism can be a sign of the right person. This is a social psychology and leadership piece, not technical.
January 2017People who are powerful but uncharismatic will tend to be disliked. Their power makes them a target for criticism that they don't have the charisma to disarm. That was Hillary Clinton's problem. It also tends to be a problem for any CEO who is more of a builder than a schmoozer. And yet the builder-type CEO is (like Hillary) probably the best person for the job.
2017年1月。有权势但缺乏魅力的人往往会招人厌恶。权力让他们成为批评的靶子，而他们又没有魅力来化解这些批评。希拉里·克林顿就面临这个问题。对于那些更擅长实干而非社交的CEO而言，这也是个常见问题。然而，实干型CEO（和希拉里一样）可能恰恰是最适合这份工作的人。
I don't think there is any solution to this problem. It's human nature. The best we can do is to recognize that it's happening, and to understand that being a magnet for criticism is sometimes a sign not that someone is the wrong person for a job, but that they're the right one.
我认为这个问题无解。这是人性使然。我们最多能做到的是意识到它的存在，并理解：成为众矢之的有时并非意味着某人做错了事，恰恰相反，这正表明他们对这个职位而言是正确的人选。