Brad Nichols had a very ordinary mind – nothing unique, special, or
remarkable but serviceable, handy in tight spots but never up to strategy or
grand plans. Brad was no more limited than of the other millions Americans
whose intelligence fell under the hump of the bell curve and who managed life
without making much of a difference one way or the other. He was never
frustrated by his limitations because of course he didn’t know any different.
The bland, featureless, and routinely predictable life he negotiated must be the
only one, the one everyone experienced.
America is all about upward mobility, progress, and success; and Brad did at
times wonder if his clerkish life was really all there was. Couldn’t he have at
least a taste of glamour if not a full meal? A ride in a cigarette boat? A woman
a few years younger than his wife?
How, he wondered, could he possibly give the reins a shake, speed up to a
canter without worrying too much what lay ahead?
This of course was a familiar conundrum. Who didn’t want to change their
life, after all, if only some gussying up, a little living beyond one’s means,
or looking good even though the tux and sedan were rented?
Everyone has a special intelligence, students are told in kindergarten. If
you have trouble coloring within the lines, then you probably have a sweet voice
or can jump high or run fast. There is no such thing as one
intelligence – the cognitive one that figures out equations, deduces and
infers – but many intelligences; and the trick is simply to find out which one
you have.
Brad was far too old to have benefited from this particular educational
reform, but yet he didn’t need special attention to conclude that although he
would never make any headlines as a mathematician, he must have some other
abilities which would make people at least look his way if not stand up and take
notice.
It was only by accident that he found that what he thought were minor
talents – charm and a special glibness – were in fact significant.
People tended to listen to him because he paid attention to them, and because he
responded so eagerly to their ideas and sentiments. It made no difference that
he never offered anything new, original, or insightful in his responses. Just
showing concern seemed to be enough.
Surprisingly only to him, Brad found himself with a lot of friends who wanted
his company and his counsel. The more his advice was solicited, the more openly
and easily he spoke; and the more he counseled his colleagues and associates,
and the more they appreciated his solicitousness, the more friends he had.
Before long, he was known as one of the most caring, insightful, and intelligent
men on the shop floor.
It mattered to no one that his job could have been done by anyone, that his
education had been third-tier, and his professional prospects almost nil. It
was Brad the human being that counted, and because of his special intelligence –
uncanny personal insight – all else was overlooked.
At least for the time being; for it was not long before his colleagues
assumed that it was only modesty and self-effacement that was behind his rather
stagnant career. He could have moved up quickly in the ranks of the corporation
but demurred because he was not willing to subscribe or promote the bottom-line
ethos of the company; nor to collude with senior management in a trireme
mentality of work employees until they collapse on their oars.
When he did in fact move up because his superiors had taken notice of his
calm empathy and rallying nature, his colleagues assumed that he had done it
righteously; and that he would never compromise his ethics or his compassion.
Brad was a natural at middle management. His presentations to the Executive
Committee were enthusiastically endorsed and supported. Even in an environment
where budgets, win-rates, and competitive edges were all-important, Brad was
welcomed. As he had done all his life, he simply turned others ideas and
suggestions into much more than they ever were; and he did it with such modest
enthusiasm and genuine respect, that he was irresistible.
The Executives were never disappointed because they avoided directing any
technical questions Brad’s way – overhead percentages, profit margins, and the
like – and asked for his opinion on softer, but critical management matters.
Staff morale, for example, job satisfaction, and just rewards and recognition.
Because of his singular talents – a peculiar empathy and a smooth, silver
tongue – he became the Tony Robbins of his industry. He told people what they
wanted to hear, and flattered them to no ends. He neither belonged in HR – that
department was as bureaucratic and ink-stained as any – nor in Corporate
Development, nor even in Public Relations, all positions considered by
management.
Instead they gave him a special title and position – in fact and very clearly
if indirectly in his job description, he was indeed a lay preacher worth every
cent of his salary to keep the peace among restive employees, convey the image
of a a concerned, modern corporation to shareholders and deter the liberal
press.
Brad’s personal life was no less rewarding. He was particularly successful
with women because women need to be listened to and taken seriously; and Brad
was a natural master. This is not to say that he was indifferent women’s
grievances about boyfriends, intrusive parents, abusive bosses, and idiot
landlords – he was just not that interested. Of course the degree of
interest mattered far less to these young women than any interest,
especially from a man who took them seriously.
He was so engaging, respectful, and patient that few women complained when he
left them. He, again with no agendas or forethought, made each woman feel that
she had been the very best, the most accomplished, fulfilling, beautiful, and
alluring woman on the planet.
In fact, this was not far from the truth; for Brad had no high
expectations of women or of anything for that matter. He was a very satisfied
person, satisfied with just about anything.
It just goes to show that perhaps the Cooperative Learning, Multiple
Intelligence advocates are right after all. People being what they are – needy,
desperate for attention, respect, acknowledgment, and love – it doesn’t take
much to satisfy them. They will do all the heavy lifting. Anyone with even the
most modest abilities – not unlike Brad Nichols – can get ahead despite
themselves if they understand this.
Brad was lucky. There was not one devious bone in his body. He came by his
simplicity naturally. Listening, as casual and unengaged as it might have been,
was second nature. Speaking smoothly, directly, and compassionately was a
God-given talent.
Others have to work to achieve Brad’s success. It is hard to completely fake
interest. You can indeed fool most of the people most of the time, but with
some you have to be ingenious; and the search for ingenuity always
causes missteps and stumbles. In other words charm and a silver tongue will get
you almost everywhere, but you still have to watch out for the odd pothole.
None of this is an indictment. People are not so much gullible as needy; and
if they buy the occasional snake oil they cannot be blamed. If they are less
rational and reasonable than some may wish, they compensate by true belief –
belief in causes, preachers, and the well-honed compliments of men like Brad
Nichols. They are not to be dismissed for their lack of intellectualism. On
the contrary, they should be welcomed into the big tent as much as the
super-smart, super-rich, and super-talented; if for no other reason that there
are tens of millions of them, all waiting to meet a Brad Nichols before they
die.
Thursday, October 19, 2017
Artificial Intelligence–Nobody Cares Whether You Have The Real Thing Or Not
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