Rachel Marsden

The idea that a business figure is too connected or has too many friends in high places can also hinder a candidate. In spending millions of her own dollars in her attempt to win the governorship, Whitman probably thought it would give the impression that she’s self-sufficient, incorruptible, and isn’t running for office simply because it’s the best job or pay check she’d ever have (which, sadly, is the case for many politicians). But this positioning can unintentionally bring about the opposite effect: When voters hear that someone is breaking the bank to get elected, they can become suspicious and turned off by the idea that someone can think that they can buy their way into something, wondering why they would possibly want something so badly, or who it is that they might owe later.

There’s a sense of decorum and honor in the business world—especially at the level to which Fiorina and Whitman have risen—that doesn’t exist in politics. While competition exists, cooperation is more prevalent: deal-making, mutually beneficial propositions, and a generally positive and cooperative mentality. This spirit of cooperation can make negative campaigning or political attacks awkward, and their execution is often fumbled. It’s important for the political strategists who advise such candidates to recognize and accept the professional background and personality of their clients, and to work within an acceptable image and comfort zone. It’s one thing to have Sarah Palin featured in attack ads for a businesswoman-turned-politician, but another thing to impose such an image on someone it doesn’t fit.

Politics would have to be the most frustrating place for a person who excels in a capitalist meritocracy in which there’s at least some direct relationship between effort, talent, and compensation. Some find themselves overseeing the most dysfunctional bureaucratic systems ruled not by the most competent but rather by those with mere longevity as protected by civil service labor provisions.

Elected political leaders can’t hire and fire other politicians and civil service leaders to form the kind of team they require. Compared to top-level private sector positions, high-ranking political and government jobs aren’t as well-paid, and therefore don’t attract the top people, so the talent pool is limited. Smart business people who are dynamic and adaptable enough to make the move into politics often realize this and choose to contract out much of the heavy-lifting to the private sector, enabling them to deal, off the grid, with the best advisors.

Leadership doesn’t translate across the board between business and politics, and cases like those of Whitman and Fiorina prove the need for strategists and advisors who recognize this fact and who can serve any such candidates who might step forward in the future with the adaptation processes.

Rachel Marsden

Rachel Marsden is a columnist with Human Events Magazine, and Editor-In-Chief of GrandCentralPolitical News Syndicate.
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