Leaders often get to skip “good process” and simply act on their whims. Take the boss at my colleague’s former workplace. He inherited a team and fired the unit head who had the best profit-and-loss performance—and the best reputation as a people manager. Asked how he came to that decision, the boss said he owed no one an explanation. Ross Johnson, when he was CEO of RJR Nabisco, arrived at meetings late, as did Henry Kissinger in the Nixon White House. And then there was the longtime power broker New York parks commissioner Robert Moses, about whom Robert Caro wrote a Pulitzer Prize–winning book. When Moses was told that a proposal of his was illegal, he laughed and said, “Nothing I have ever done has been tinged with legality.” Many of us have worked with people who act as though rules are for little people and don’t apply to them. My colleague Bob Sutton made a small fortune on a book in which he called such self-centered leaders worse than jerks and encouraged organizations not to tolerate them.