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The executives who reach the C-suite fastest are often the ones willing to step off the obvious path.
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In 2025, New York Times columnist Ezra Klein and Derek Thompson from The Atlantic released a book called Abundance, which posited that America had developed a culture of scarcity. Overregulation and overall risk aversion from the government, the authors argued, were stifling the development of infrastructure and housing in the country. To remedy this, they proposed an “abundance agenda,” one that focused on a growth mindset among elected officials that would help foster long-term prosperity. Although the provocation has its challenges, it got me thinking: What if we applied the idea of abundance to our work?
For over a decade, I’ve occupied two worlds simultaneously—one foot in the world of practice as an advertising executive and one foot in the world of academia as a marketing professor. On an average week, I’d work at the ad agency from 9 to 5 and then teach a night or two at the university from 6 to 8. This duality made me better at both jobs. I taught what I practiced, which made course concepts more applicable for students, and I applied what I studied, which made my practice more rigorous. I didn’t have the language for it then. I just thought, Why do I have to choose?
Essentially, I had adopted an abundance agenda for my career. I removed the confines that restricted my career to a “one-job-at-a-time” approach to navigating corporate America. I was going to do both—not a side hustle, not a moonlighting gig, not a hobby, but a portfolio career that prioritized my development in both arenas. Before long, I found myself in a university class, but this time as a student studying consumer culture theory and pursuing a doctorate. In doing so, my career has prospered. But what if we applied an abundance agenda to our organizational culture? Apparently, Bing Chen, the cofounder and CEO of Gold House and managing director of AU Holdings, was one step ahead of me.
As YouTube’s global head of creator development and management from 2010 to 2014, Chen helped build the platform’s multibillion-dollar creator economy. In 2018, he launched Gold House, a nonprofit that embraces an abundance mentality and is dedicated to accelerating the socioeconomic equity of Asians and Pacific Islanders. While experiencing all the accolades and praise from his many achievements at Google, he wanted something more. In fact, during our interview with Chen for the latest episode of the From the Culture podcast, he revealed that his very first word as an infant was “more.” And this idea of “more” resonates throughout the organization and Chen’s leadership style.
If Gold House was going to succeed at supporting Asians and Pacific Islanders, it first had to succeed at supporting itself—its people. But that doesn’t mean merely supporting their work, safety, and well-being; that’s just table stakes for Chen. Instead, at Gold House, this means supporting your dreams. So, the first question Chen and his team ask candidates when they interview for a job centers squarely on getting to know the candidate’s dreams. Not their skill set. Not their experience. But their dream.
Chen contextualizes the questions with a scenario: “If I gave you $10 billion and the world’s biggest Rolodex, where the person on the other end of the line will say yes to whatever you ask, what would you do?” According to Chen, if the job the candidate has applied for is not related to or accelerates that dream, he will end the interview right there. Why? Because he wants to support the long-term ambitions of his team members, just as he does his clients and his constituents.
The lesson for leaders that Chen realized when he adopted an abundance agenda for Gold House was that the organization will get more out of its employees when the organization understands its employees’ greater ambitions and helps advance their trajectory to achieving them. This shift toward a culture of abundance has paid off handsomely for Chen because this approach has enabled the Gold House company to prosper.
Not only is the organization behind paradigm-bending shifts to cultural narratives about the Asian Pacific community through its successful marketing campaigns and strategies for movies like Crazy Rich Asians and Everything Everywhere All at Once and the Netflix series Beef, but it has also accelerated the dreams of over 100 Asian Pacific founders with the $30 million Gold House Venture Fund. For Chen, this is the power of thinking audaciously enough to desire more and commit ourselves to it. It’s not a skill so much as it is a mindset; one that we all can adopt.
Check out our full conversation with Bing Chen and how he developed an abundance mindset on our latest episode of the From the Culture podcast.
We live in a world, especially in Western cultures, that relentlessly promotes positive thinking and celebrates self-belief to the point of sidelining reality—that inconvenient thing that does not disappear simply because we ignore it.
Self-help advice and pop-psychology slogans urge us to stop worrying about what others think, to believe in ourselves no matter what, and to focus on our strengths. They rarely stress the value of acknowledging our flaws and limitations, even when this requires revising, if not abandoning, our childhood ambitions.
It may sound harsh, but science shows clear benefits to confronting our shortcomings, aligning our self-assessments with our actual abilities and, when necessary, adjusting them downward.
What the research says
Consider some key findings from academic research.
1. Metacognition is a key enabler of learning. In any domain of skill or competence, practice improves performance, but practice without feedback, or feedback without self-awareness, leads to stagnation. Progress depends on our ability to track our own development, to know what we do well and where we fall short. Metacognition, the capacity to think about and evaluate our own thinking and performance, is the mechanism that makes this possible.
Whether you are learning a language, a musical instrument, or a sport, believing you are better than you are removes the incentive to improve. And when the gap between how good you think you are and how good others perceive you to be becomes too wide, the result is not confidence, but credibility loss. When others are of the opinion that you suck, and that you are totally unaware of the fact that you suck, they will think even more poorly of you than if you were aware.
2. Excess persistence can be more damaging than insufficient persistence. We admire stories of spectacular success built on grit and determination, but we forget that these winners usually combined persistence with talent, timing, and opportunity. They are vivid anecdotes, not representative data, and the plural of anecdote is not data. The far more common stories of people who persist heroically and still fail rarely make it into biographies or Netflix documentaries. Psychologists describe this as the false hope syndrome: People set unrealistic goals, overestimate the speed and ease of progress, and double down when reality resists. The result is wasted time, sunk costs, burnout, and foregone alternatives that might have suited them better.
Sensible persistence is evidence-based. Just like competent scientists abandon hypotheses that do not replicate, rational investors cut their losses, and effective leaders know when a strategy has stopped working, recognizing when your effort is no longer productive is not a weakness, but a sound judgment call. In careers, as in research, the goal is not to try harder at everything, but to try longer only where feedback suggests improvement is plausible and success has a high-enough probability of occurring. As Daniel Kahneman noted: “Courage is willingness to take the risk once you know the odds”—but if you are blind or delusional about the odds, you are simply displaying wishful thinking or self-destructive recklessness rather than courage.
3. While deliberate practice and effort matter, talent and potential are key. The popular reading of deliberate practice implies that anyone can achieve elite performance with enough hours of focused training. Yet the evidence is more nuanced. A large meta-analysis found that deliberate practice explains about 26% of performance differences in games, 21% in music, 18% in sports, 4% in education, and only 1% in typical professions (knowledge work jobs) once other factors, such as prior talent or expertise, are considered. In other words, practice matters, but far less than we think. And the best predictor of performance is not practice, but how much talent and potential someone has to begin with.
Baseline cognitive ability, personality traits such as conscientiousness and openness, access to coaching, health, and simple luck also play substantial roles. The implication is not fatalistic. It is practical. Improvement is possible in almost any direction, but not infinitely and not equally for everyone. Ignoring aptitude leads to wasted effort and frustration; aligning ambition with talent or potential allows effort to compound. As in investing, the goal is not to bet everywhere, but to double down where the expected return is highest.
The power of positive illusions
To be sure, there are short term benefits to ignoring weaknesses. Overconfidence can help you charm an interviewer or deliver a confident presentation, provided the audience is not too discerning. Positive illusions can protect self-esteem and reduce anxiety. Optimistic distortions (which, by the way, are the norm) sometimes encourage experimentation that reveals hidden strengths. Entrepreneurs often start companies precisely because they underestimate the odds. Yet these advantages are temporary. Eventually markets, colleagues, and customers provide brutally honest feedback. In the long run, reality excels at fact-checking.
There is also a moral case for recognizing our limits. When leaders refuse to confront their blind spots, others pay the price. History is full of confident incompetence—from failed mergers to catastrophic political decisions. A little humility would have saved billions of dollars and countless careers. In organizational psychology, we often say that integrity is inferred from behavior over time. Acknowledging your weaknesses is a signal of integrity because it shows respect for evidence and for the people affected by your decisions.
Intelligent self-awareness
So how should we practice intelligent self-awareness without slipping into paralysis or cynicism? Three habits can help here.
1. Seek high-quality feedback. Peer ratings, 360 reviews, and objective performance data are better guides than intuition. As Rob Kaiser’s work shows, colleagues often detect strengths and flaws that individuals cannot see. Treat feedback as market research on your behavior, or a way to crowdsource your reputation or internalize your professional brand.
2. Experiment at the edges. Try roles, projects, or skills that stretch you but remain diagnosable. Instead of announcing a career reinvention on social media, run small pilots. Measure results. Iterate. Learn to fail well or fail smart, as Harvard’s Amy Edmondson notes. This is the scientific method applied to personal development, and it is far more reliable than inspirational quotes.
3. Cultivate curiosity about your own limitations. Ask why certain tasks drain you, why some colleagues energize you, why your best work appears in particular contexts. Patterns will emerge. Those patterns are clues about where your comparative advantage lies. The point of recognizing weaknesses is not self-punishment. It is efficiency: Time is finite, attention is scarce, and life is too short. In an age when generative AI promises to do everything faster, the scarce resource is thoughtful human judgment about where to invest effort. Honest self-knowledge helps allocate that effort wisely, and even gen AI can help you improve that.
