I have seen many managers distance themselves from consumers by drawing a line between their own perceived rationality, and the irrationality of consumers.
However, we must recognise that we are fundamentally irrational beings, and as managers and business people too, we have our own irrationalities that we are not aware of. And that these irrationalities affect our view of the customers of our businesses, and of our own biases – which in turn affects the management decisions we make.
It then becomes of paramount importance that anyone in a role that has to do with customers or driving business growth through understanding and influencing customers (be it marketing, sales, advertising, business development, customer acquisition and so on) first recognise that they are a consumer too.
For the more we distance ourselves from those who are influenced by our decisions and actions, the less effective we can be in influencing them.
On reading ‘Thinking Fast and Slow’ by Daniel Kahneman, I found this excerpt which I believe makes this point in the same vein. In the context of the experiment on inattentional blindness (watch before you read on, if you don’t know it already), it says:
“The authors note that the most remarkable observation of their study is that people find its results very surprising. Indeed, the viewers who fail to see the gorilla are initially sure that it was not there – they cannot imagine missing such a striking event. The gorilla study illustrates two important facts about our minds: we can be blind to the obvious, and we are also blind to our own blindness.”
As managers, we are “blind to our own blindness”, too. We are people after all.