"Avoid having your ego so close to your position that when your position falls, your ego goes with it"
About this Quote
The subtext is managerial and moral at once. Detached ego isn’t humility as performance; it’s operational resilience. If your self-worth depends on being right, being in charge, or being the one everyone defers to, you will defend the role at all costs - including the cost of better judgment. That’s how organizations slide into groupthink: disagreement feels like attack, revision feels like humiliation, and accountability becomes a threat to selfhood.
Context matters because Powell’s public life is a case study in the volatility of position. He rose through military and political ranks, then watched reputations and agendas collapse in real time - including his own credibility after the UN presentation on Iraq. Read that way, the line carries an implied confession: careers survive not because they’re never wrong, but because they can absorb being wrong without turning defensive.
Rhetorically, it works by making ego a physical object you can place at a distance. It’s a simple image with a hard-edged consequence: when the role falls, you don’t have to.
Quote Details
| Topic | Humility |
|---|---|
| Source | Help us find the source |
| Cite |
Citation Formats
APA Style (7th ed.)
Powell, Colin. (2026, January 15). Avoid having your ego so close to your position that when your position falls, your ego goes with it. FixQuotes. https://fixquotes.com/quotes/avoid-having-your-ego-so-close-to-your-position-30642/
Chicago Style
Powell, Colin. "Avoid having your ego so close to your position that when your position falls, your ego goes with it." FixQuotes. January 15, 2026. https://fixquotes.com/quotes/avoid-having-your-ego-so-close-to-your-position-30642/.
MLA Style (9th ed.)
"Avoid having your ego so close to your position that when your position falls, your ego goes with it." FixQuotes, 15 Jan. 2026, https://fixquotes.com/quotes/avoid-having-your-ego-so-close-to-your-position-30642/. Accessed 12 Feb. 2026.






