CEO ASAP Insider Tips: Targeting the Emotional Mind for CEO Success
Aspiring leaders constantly find themselves in positions where they need to influence and persuade others, whether it’s to gain support for their ideas, rally a team around a common goal, or negotiate effectively in the workplace. In the dynamic landscape of professional growth and career advancement, the ability to convince people is paramount. However, traditional methods of persuasion often fall short in capturing the hearts and minds of individuals. This is where targeting the emotional mind emerges as a powerful strategy for aspiring leaders.
At its core, targeting the emotional mind recognizes that people are not solely driven by facts and figures but are profoundly influenced by their emotions, values, and personal experiences. By appealing to these emotional drivers, aspiring leaders can build authentic connections, cultivate empathy, and foster a sense of shared purpose and belonging within their teams and organizations. This approach enables them to communicate more effectively, resolve conflicts, and navigate complex interpersonal dynamics with confidence and skill.
Note: While there are various methods to persuade and convince people in professional contexts, this chapter focuses specifically on targeting the emotional mind. It’s important to recognize that different situations and individuals may respond differently to persuasion techniques. Other methods, such as logical reasoning, data-driven arguments, and appeals to authority, also have their place and effectiveness in certain contexts. However, targeting the emotional mind is highlighted here for its unique ability to foster genuine connections, inspire action, and drive meaningful engagement. Understanding and harnessing the power of emotions in persuasion can be a valuable skill for young professionals seeking career growth and advancement.
Robert Iger, Former CEO, Disney
When Robert Iger assumed the role of CEO of The Walt Disney Company in 2005, he faced the urgent task of reversing the company’s downward trajectory. He recognized that a critical aspect of the company’s revival hinged on transforming the animation division, which held significant influence over revenue and market share. The animation division served as the driving force behind other crucial business areas, including consumer products, toys, television, theme parks, and merchandise. If the animation division faltered, the entire company would suffer.
To enact meaningful change, Iger needed to secure the approval of the board members for both investment and the new direction he envisioned. Initially, his task involved persuading the board members of the pressing issues within the animation division and the urgent need for transformative measures.
In this scenario, many would typically rely on presenting facts and figures such as sales figures, revenues, and competitor data to make their case. However, Iger recognized that messages conveyed solely through numbers often fail to resonate with people. Numbers lack an emotional connection and remain abstract concepts that do not evoke a sense of urgency or a compelling call to action.
To overcome this challenge, Iger took a different approach. Rather than focusing on explaining the problem through data-driven explanations, he aimed to make the board members feel the magnitude of the problem. Iger understood that when individuals genuinely feel the impact of a problem, they are more motivated to actively engage in finding a solution. This approach targeted the emotional mind, fostering a deep emotional connection that would drive the board members to involve themselves fully in resolving the issue.
By shifting the focus from a merely intellectual understanding to an emotional resonance, Iger aimed to make the board members sense the profound implications of the problem.
Our brains operate with two distinct systems: the emotional mind and the rational mind. The emotional mind is instinctive, driven by emotions, pain, and pleasure, while the rational mind is analytical and deliberate. Surprisingly, most decisions are influenced by our emotional mind rather than our rational mind.
When we attempt to convince people by presenting problems using numbers and facts, we are appealing to their rational minds, which has a limited impact on decision-making. To truly persuade others, we must engage their emotional brain.
The emotional mind is the driving force behind action, providing the motivation and energy needed to execute projects. Successful leaders understand this and recognize that appealing to people’s emotions is more effective than focusing solely on strategy, structure, culture, or systems. By finding ways to influence emotions, we can help others perceive problems and solutions in a way that resonates with them deeply.
In cases where the future is uncertain or ambiguous, targeting the emotional mind becomes even more critical. When faced with hazy prospects, like the situation Walt Disney Studios faced, it is imperative to evoke emotions that inspire action.
To effectively engage the emotional mind, we must present evidence in a way that elicits an emotional response. Visual displays, compelling stories, and sensory inputs can all tap into the direct pathways to our emotional mind. By leveraging sight, sound, taste, touch, and smell, we create an experiential connection that resonates deeply with individuals.
Research in neuroscience and cognitive science has shown that people remember and respond most effectively to what they sense and experience. Exceptional leaders leverage this insight by creating experiences that make people feel the need for change. Instead of relying solely on numbers and data, they dramatize the problem, capturing attention and engaging the emotional mind in a way that fosters understanding and action.
To convince the board members of the urgent need for change, Robert employed a powerful combination of visual display and storytelling. He presented a video showcasing the opening of Hong Kong Disneyland, an event that many board members had attended. The video featured floats carrying beloved Disney characters from classic movies, but something was amiss. Robert paused the video and asked the members if they noticed anything about the parade.
As the board members watched again, they realized that there were no Disney characters from the past decade present in the parade. The absence of recent characters struck them, and their silence conveyed their realization of the problem. Robert seized this moment to evoke emotions and capture their attention. He explained that the lack of popular and memorable characters had significant consequences for the company’s other businesses and the Disney brand itself.
Next, Robert tapped into another powerful emotion: pride. He reminded the board members that Disney’s success was built on creativity, inventive storytelling, and great animation. By referencing the storied past of the company, he reignited feelings of pride associated with past achievements. This positive emotion further enhanced his influence and increased the receptiveness of the board members.
With emotions engaged, Robert then targeted the rational mind. He presented facts and figures illustrating the billions of dollars lost in the movie industry and outlined the potential collapse of future merchandising programs and other businesses. This combination of emotional impact, followed by rational reasoning, left the board members shell-shocked. They had been aware of the company’s struggles, but the presentation starkly highlighted the magnitude of the problem.
The board members, now emotionally charged and motivated, realized the urgent need for transformative action in the animation division. They became restless and began urging Robert to provide a solution. By effectively targeting their emotional mind and then presenting the rational case, Robert successfully convinced the board members of the necessity for change.
Disney’s Animal Kingdom
A few years back, one of Imagineer’s new ideas, ‘The Animal Kingdom,’ faced scepticism from Disney’s CEO, Eisner, regarding whether the mere presence of live animals would truly excite visitors. Numerous meetings and discussions took place, but the rational arguments failed to convince Eisner and other decision-makers.
Undeterred by the initial resistance, Joe Rohde, the Imagineer-in-charge of the project, recognized the need to appeal to the decision-makers’ emotional minds. He understood that in order to create a compelling case, he had to make them feel how people would truly experience and react to real-life wild animals.
In a bold move, during the next internal meeting, Joe Rohde opened the door and introduced a live 400-pound tiger into the room, much to Eisner’s surprise. The majestic creature approached Eisner, rubbing her head against his leg and emitting a slight purr. In that moment, Eisner could feel the presence and power of a real tiger firsthand. The encounter stirred deep emotions and left a lasting impression.
The experience of being in close proximity to a living, breathing tiger resonated with Eisner on an emotional level. It provided a visceral connection to the concept of ‘The Animal Kingdom’ and showcased the potential impact of immersing visitors in an environment where they could encounter these magnificent creatures up close.
As Eisner felt the weight and awe-inspiring presence of the tiger, he was convinced of the project’s potential to captivate and excite visitors. The power of the emotional mind had triumphed over rational arguments. The transformative effect of this encounter led to a shift in perspective, ultimately influencing the decision-making process.
With Eisner on board, the countless meetings aimed at persuading stakeholders finally came to an end. The emotional connection created by Joe Rohde’s strategic use of a live tiger allowed decision-makers to understand and appreciate the profound impact ‘The Animal Kingdom’ could have on visitors. The project received the necessary support to move forward, ultimately resulting in the creation of a unique and immersive theme park experience.
Walt Disney
In the early 1930s, Walt Disney conceived the idea of creating a full-length animated film — a concept that had never been attempted before. Disney Studios was renowned for producing short, 10–15-minute animation videos with comedic elements at that time. Venturing into the realm of a feature-length animated movie was a groundbreaking and ambitious endeavour. Furthermore, the technology required for such a project was limited, and much of the work had to be done by hand.
Undeterred by the challenges, Walt Disney dedicated himself to developing the story, characters, and emotional depth that would captivate audiences. He understood that to bring his vision to life, he needed the unwavering support and dedication of his animators. His team of animators held the key to recreating the immersive experience he envisioned for the audience. To convince them, Walt had to tap into their emotional minds. The animators needed to feel the same emotional connection and understand the essence of the movie concept that Walt Disney wanted to convey. He needed to make them truly feel the potential impact of the film and the importance of their role in its creation.
To convince and inspire his animators, Walt devised a solution — he needed to present his “movie” idea to them in a way that would make them feel the potential impact of the film and recognize the importance of their role in its creation. By making his animators experience the movie as if they were the audience, Walt believed he could ignite their passion and commitment to the project. This approach offered several potential benefits: firstly, if the idea resonated with his animators, they would believe in his dream and wholeheartedly contribute to its realization. Secondly, they would gain a deep understanding of the emotions that needed to be integrated into the movie.
However, Walt faced a challenge — how could he demonstrate the movie to his employees without investing significant time and resources in creating animations? He needed a way to prototype the evolving idea that existed only in his mind.
One evening, Walt Disney gathered his office colleagues in the auditorium. Taking the stage alone, he embarked on a remarkable one-man show. Walt acted out the entire story of “Snow White and the Seven Dwarfs,” assuming the roles of all the characters. He used mimicry, expressing various emotions and even imitating animals. He sang songs, danced, and poured his heart into the performance. The employees were captivated and mesmerized by the demonstration.
Walt’s visual display, mimicry, and his ability to bring the story to life directly appealed to the emotional minds of his employees. They became enthralled by the experience he presented and were ready to do anything to realize Disney’s dream. The demonstration not only convinced them of the idea’s potential but also provided them with a clear understanding of the experience they needed to recreate in the movie.
Through his heartfelt performance, Walt Disney successfully tapped into the emotional minds of his animators, inspiring them to pour their creativity, dedication, and expertise into the project. This extraordinary example showcases the power of targeting the emotional mind in leadership. By creating a profound emotional connection and making others feel the essence of an idea, leaders can ignite passion, drive, and a shared sense of purpose among their teams.
In conclusion, targeting the emotional mind emerges as a pivotal strategy for young professionals aspiring to grow in their careers. By understanding the nuanced interplay of emotions in decision-making and persuasion, individuals can cultivate authentic connections, inspire action, and foster meaningful relationships in professional settings. While logical reasoning and data-driven arguments remain valuable tools, the ability to resonate emotionally with others can significantly enhance one’s influence and effectiveness as a leader. By mastering the art of targeting the emotional mind, young professionals can unlock new opportunities for career advancement and personal growth, ultimately positioning themselves for success in dynamic and competitive professional environments.