The Magic Feather
Dumbo, the big-eared, baby elephant with confidence issues was bolstered into success by a friendly mouse named Timothy.
“Dumbo! Look! Have I got it! The magic feather! Now you can fly!”
So, the placebo effect uplifted the little pachyderm into an aerial, acrobatic, circus performer. A typical Disney message that miracles do happen – bullies and dire circumstances can be overcome - through the intervention of a fairy godmother or a little mouse and a lot of belief.
The modern advertising version is, ‘Just Do It!’
My experience is that accomplishments are achieved through a combination of hard work, experience, perseverance, luck, and sometimes a willingness to adjust our attitudes by overcoming preconceived biases. Or as Shakespeare put it, “Men at some time are masters of their fates: The fault, dear Brutus, is not in our stars, but in ourselves, that we are underlings.”
At least that is what I discovered when seeking a promotion.
After successfully taking on the most challenging cases and receiving rave evaluations, I was passed over for a promotion. That’s when I approached Joe Tedesco, the IRS Director of Tax-Exempt Organizations. I requested a one-on-one meeting where I explained that I was not challenging his promotion selection.
“I’m not arguing about your decision. I just want to know what I might do to place myself in a better position next time.”
Honestly, I thought Tedesco would blow me off with a meaningless sop to appease. Instead, the Director paused while considering his answer. Then, he surprised me with some brutally honest feedback.
“Marv, you are not friendly. You don’t greet me in the hallways. You don’t volunteer information about matters that might better keep me informed. Honestly, you don’t seem to like me.”
Pause
“How can I expect to work closely with you where we need to keep each other informed, where we need a working partnership?”
Pause
Now it was my turn to consider his message.
It was true, I didn’t like him because he was the ultimate bureaucrat who took other people’s ideas as his own, who preferred taking a cautious approach to enforcement of the tax laws, and who acted overly pompous. Furthermore, my aloofness partly emanated from not wanting to be considered a sycophant. However, I didn’t tell him any of this. Rather, I thanked him for his honesty.
Afterwards, I went out of my way to talk with Joe. It turned out that he adored his wife, he was prone to following rules having spent his entire career at the IRS, and neatness and control mattered because he was a bit insecure about his ability. Nevertheless, he recognized capability. He also enjoyed exchanging information about our personal lives. Furthermore, I came to recognize that he had a talent for repackaging subordinates’ ideas into cogent presentations delivered to his superiors with a stentorian flourish – a talent that engendered confidence in our office.
I adjusted my attitude toward the person who could do me some good; with whom I had flaunted my preconceived biases. No toadyism by me, rather I began treating my boss and others with whom I might have a predisposition against with respect and a willingness to share a bit of myself.
It paid off. Ultimately, we even got to like each other. I found that by extending myself toward others with a bit of warmth, reciprocity generally occurred.
And that became my magic feather.
I became the Chief of the EO Division supervising about one hundred lawyers and accountants when I retired.
