Two Professors and a Journalist Walk into a Leadership Meeting
There’s a joke in here somewhere: Two Professors and a Journalist walk into a bar. The bartender looks up and says, “You three must be here to fix the management team.” While it might sound like the start of a terrible punchline, it’s not far from the truth. Leadership today often feels like juggling three competing philosophies while trying not to drop the ball. Let me explain.
Act One: The Chimp Arrives in Style
Imagine this: You’re in a tense boardroom meeting. Your team’s debating a budget allocation when suddenly, your heart rate spikes. Carol from finance suggests cutting your prized project, and you feel a fiery urge to snap back with a comment about her obsession with spreadsheets.
Enter the Chimp. This little fella, straight from Professor Steve Peters’ The Chimp Paradox, is the emotional, impulsive part of your brain. It doesn’t care about strategy or your reputation; it just wants to win the moment. Managing the Chimp is like trying to explain why you can’t have cake for breakfast—it’s possible, but exhausting.
Leaders who master their inner Chimp learn to pause, breathe, and let their rational Human brain take the reins. Instead of snapping at Carol, you might say, “Interesting point, Carol. Let’s explore alternative solutions.” The Chimp sulks, but stays quiet, and the meeting moves forward without unnecessary tension.
Act Two: The Habit Loop Strolls In
Rewind to the morning of that same meeting. You grabbed coffee, glanced at emails, and reviewed the agenda. These small, automatic actions are part of a Habit Loop, as described in Charles Duhigg’s The Power of Habit.
In Duhigg’s world, habits run on a loop: Cue, Routine, Reward. For example, the coffee’s aroma (Cue) triggers you to open your laptop and check emails (Routine), giving you the satisfaction of feeling “on top of things” (Reward).
Habits like these are the foundation of leadership. But what happens when the habits are unhelpful—like reacting emotionally to Carol’s suggestion? Instead of letting the Chimp drive the response, the Habit Loop provides a way to rewrite your reactions. When Carol suggests cutting your project, the Habit Loop might help you pause, acknowledge her perspective, and propose a collaborative discussion. The reward? A sense of control and a better outcome for the team. This intentional adjustment reinforces leadership composure while keeping the Chimp in check.
Act Three: The Seven Habits Take Charge
Cue a drum-roll and enter Steven Covey, author of The 7 Habits of Highly Effective People. Where Peters and Duhigg focus on micro-level management of emotions and behaviours, Covey zooms out to provide a macro perspective. His principles, like “Begin with the End in Mind” and “Put First Things First,” act as a compass for leadership.
Covey would argue that both the Chimp and the Habit Loop require a framework to operate within. Without clear priorities, the Chimp’s antics might derail you, and habits could reinforce behaviours that don’t align with your goals. Covey’s wisdom encourages leaders to define their values, align their daily actions with long-term objectives, and recognise when emotions or routines are out of sync with the bigger picture.
The Leadership Collision
Here’s where it gets tricky. If you were to read The Chimp Paradox and The Power of Habit in isolation, you might walk away with conflicting advice. Peters suggests managing emotions moment by moment, while Duhigg promotes automating behaviours to save mental energy. Covey adds yet another layer by urging leaders to step back and ensure all efforts align with a greater purpose.
A leader focusing solely on the Chimp might micromanage every emotional moment, exhausting themselves. One relying only on habits might inadvertently reinforce ineffective behaviours. And one adhering strictly to Covey’s big-picture approach might miss the messy, real-time adjustments required for effective leadership.
So, How Do You Manage It All?
Tame the Chimp: Acknowledge your emotional impulses, but don’t let them dictate your actions. Use mindfulness or a trusted advisor to decompress before making decisions.
Rewrite Habits: Examine your daily routines. Are they helping or hindering your goals? Adjust your Cue-Routine-Reward loops to reinforce constructive behaviours.
Follow Covey’s Compass: Regularly revisit your long-term goals and priorities. Ensure your habits and emotional responses serve your larger purpose.
The Punchline
Back at that metaphorical bar, the two Professors and the Journalist finally find common ground. The Chimp says, “I’ll behave if you set up good habits.” The Habit Loop nods, “As long as they align with Covey’s principles, I’m in.” Covey smiles and says, “Gentlemen, now we’re leading with purpose.”
The bartender’s response? “Who's paying for the drinks.” Which in turn starts a whole new debate!
Leadership isn’t about choosing one philosophy over another. It’s about integrating these perspectives into a coherent, adaptable framework. Because, at the end of the day, great leaders are a mix of rational Humans, disciplined Habit-builders, and just a little bit of Chimp. Sometimes you need that emotional spark to remind everyone you’re human, too. Ian Baker, Executive Coach
