Smoke-Filled Rooms

This weekend there were a couple of more stories about politicians who were forced to step down because of inappropriate comments, rants or crazy statements made in emails.  We have all read similar stories about business leaders who seemingly forget that email and Twitter messages can, and most likely will, be shared.

Let's assume, for arguments sake, that these pols and business leaders are of at least average intelligence.  Let's further assume that they have an average level of engagement with the world.  We already know they have email and Twitter accounts after all.  So we will assume that they aren't Luddites who are just discovering electronic things for the first time.  Finally, let's assume that these political and business leaders are not purposely engaging in self destructive behavior; that they want to keep their jobs and reputations.

So what gives?

Why are so many of these presumably smart and capable people saying really, really stupid things in emails and on Twitter?

A friend of mine claims that they have always said these really, really stupid things.  We just now get to read and hear about them.  I suspect there is truth to that, but I suspect there is something more to it.

I think that today's leaders are missing the smoke-filled rooms of days gone by.  You know, those back rooms of lore where they could hang with their cronies and say whatever they wanted without fear of ridicule or retribution.  Where everyone laughed at their jokes and acted on their suggestions.  Where a little off-color joke or comment was one of the trappings of privilege.

The smoke-filled boardrooms, filled with syncopatic yes-men and women, who raised the CEO up like some sort of demi-god, was where major corporate decisions were made.  The smoke-filled rooms populated with politicians and their allies is more than just a Hollywood construction.  They exist(ed) and that is where political parties decided who would be the next mayor, senator or governor.

With a greater emphasis on transparency, not to mention smoke-free buildings, smoke-filled back rooms and board rooms have all but disappeared.  While this is positive for accountability, and lung health, and makes for stronger business and political decisions, it does create a void for business and political leaders who need some place to blow off steam.  They need a safe place to let down their hair, tell a ribald joke or social zinger without anyone calling them racist or sexist or any other kind of -ist.

With recording devices on virtually every cell phone and plenty of places to upload whatever is recorded, how is a politician expected to feel comfortable that she is with sympathizers who agree with some of her more extreme views?  How is a CEO expected to relax when she knows that every clerk and janitor who has their nose out of joint because of work conditions or pay disparity could record a random comment, taken out of context, that makes them seem greedy, or devious, or stupid?

It seems, like so many others, they have turned to Facebook and Twitter.


Related articles

• Smoke Signals
• Smoke

Emotional Decision-Making

If you question whether our relationship to our things is emotional, consider for a moment how we talk about the things we own and use.

When was the last time you heard someone say, "I appreciate the utility of this cellular phone" or "The features of this automobile are not the ones I need."

We say "I love my phone!" or "I hate this car!"  And we mean it when we say it.

There is a reason Facebook has you "Like" something versus "Approve" or "Appreciate" something.

There is a reason that so many ads skip facts and details about the product or service.  Instead, they focus on the feeling you will get, or the status you will achieve, if you purchase Product A or use Service B.

We humans are emotionally driven animals.

Even in the costliest decision most of us will make, we base our decisions, when we are honest with ourselves, on our emotional responses.  When my parents made the decision to buy the last house of my childhood, they could tell us about the trees in the backyard and the color of the curtains in the family room - things that excited them emotionally - but they couldn't agree on how many bathrooms there were.

Although we like to pretend differently, emotions also drive decisions in business.  Most often, the reams of analysis and brainstorming ultimately end up supporting an emotionally driven decision.  Despite the window dressing of Gant Charts and regression analysis, decisions are made because "she had a good handshake" or "something in my gut tells me this is going to work" or "this is going to be good for my career" or "if I did that my boss will be angry."

I am not sure that this is a bad thing.  I don't think I want business decisions to be made in a dispassionate, totally data-driven environment.  Too many aspects of important decisions are difficult or impossible to quantify.  Too often, the implications of a decision are complex, multi-level, and involve countless variables.  I believe that our minds use our emotions as a way to summarize the complex morass of decision implications.

After all, think about the array of implications involved with something as simple as buying a pair of shoes.  Will I wear them?  Are they in fashion?  Will they stay in fashion?  Should I be spending this money on something else?  On someone else?  Will these shoes be comfortable?  Will they go with any of my clothes?  Will they last long?  Will they still look good in 6 months?  Do I need to get rid of a pair of shoes if I get these?  Is this store the best place to get these shoes?  Etc.

Imagine the variables and decision impacts around something like opening a new store, or adding a new feature to your widget!  The implications are astounding.

The challenge is to find a balance.  If the emotions that are controlling your business decisions and are mostly driven by self-preservation, it might call to question whether your decisions are as good as they could be for the company.  If your decisions are devoid of emotion (as if that were possible), one would wonder if consideration was given to impacts of the decision on "squishy" things such as employee morale, organizational image and customers' loyalty.

Using data to make decisions, especially big business decisions, is essential and logical.  I guess I would just encourage decision-makers to acknowledge, and incorporate their emotions, or gut, into their analysis.  You are doing it anyway.  You might as well acknowledge it!

**********
In the United States, today is Memorial Day.  I want to thank all the men and women who have served this country in the military for their service!

Related articles

• Neuroscience and Decision Making
• The Many P's of Marketing: Passion