[My views are my own]
“When masses of people succumb to an idea, they often run off at a tangent because of their emotions. When people stop to think things through, they are very sane in their decisions.”
Humphrey B. Neill
When I first started on Wall Street, I worked for Peter F. Marcus. He was brutally tough, but also like a father — a real mensch.
In my first weeks on the job, he gave me a book called The Art of Contrary Thinking by Humphrey B. Neill.
He told me that if I wanted to be successful in my career and life, I had to make my own path, and develop my own ideas. And, the first step in doing that is to be a non-conformist when using my mind.
The book changed my mind . . . and my life.
It set me on a path that was uniquely my own.
Let me be clear, I’m not advocating knee-jerk contrarianism. If the train is coming down the tracks, and everyone else is stepping out of the way . . . you don’t remain on the tracks in the name of contrarianism.
However, in emotionally charged and uncertain situations, it is human nature to seek the comfort of the herd — and to look to others for confirmation of our ideas.
The problem is that the crowd does not think, but acts on impulses. For this reason, widely held public opinions are commonly wrong.
To break from the pull of the crowd, requires something that Howard Marks of Oaktree Capital refers to as Second-Level Thinking.
“First-level thinkers look for simple formulas and easy answers. Second-level thinkers know that success in investing is the antithesis of simple.”
Howard Marks – “I Beg to Differ“
Howard Marks provides the following elements for second-level thinking:
- What is the range of likely future outcomes?
- What outcome do I think will occur?
- What’s the probability I’m right?
- What does the consensus think?
- How does my expectation differ from the consensus?
- Is the consensus psychology . . . too [optimistic] or [pessimistic]?
- What will happen . . . if the consensus turns out to be right, and what if I’m right?
Over the past nearly 30 years — since Peter Marcus gave me Humphrey B. Neill’s book — I’ve trained myself to be a contrarian thinker.
This doesn’t mean that I go into meetings and habitually take the opposite position.
But it has allowed me to understand that in most situations, there is a sub-conscious (emotionally-charged) force that is influencing the team — and frequently standing in the way of progress.
In my work as a transformation leader, my job is to help the team to see things in an unemotional and more logical way.
To bring them together around a more favorable future state.
In this way, I think of myself as a “Horse Whisperer” in and around emotionally-charged situations.
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