And Persian Messenger Syndrome is alive and well in modern life, albeit in less

lethal versions. It is actually dangerous in many careers to be a carrier of

unwelcome news. Union negotiators and employer representatives often know this,

and it leads to many tragedies in labor relations. Sometimes lawyers, knowing

their clients will hate them if they recommend an unwelcome but wise settlement,

will carry on to disaster. Even in places well known for high cognition, one

will sometimes find Persian Messenger Syndrome. For instance, years ago, two

major oil companies litigated in a Texas trial court over some ambiguity in an

operating agreement covering one of the largest oil reservoirs in the Western

hemisphere. My guess is that the cause of the trial was some general counsel’s

unwillingness to carry bad news to a strong-minded CEO.

 

CBS, in its late heyday, was famous for occurrence of Persian Messenger Syndrome

because Chairman Paley was hostile to people who brought him bad news. The

result was that Paley lived in a cocoon of unreality, from which he made one bad

deal after another, even exchanging a large share of CBS for a company that had

to be liquidated shortly thereafter.

 

The proper antidote to creating Persian Messenger Syndrome and its bad effects,

like those at CBS, is to develop, through exercise of will, a habit of welcoming

bad news. At Berkshire, there is a common injunction: “Always tell us the bad

news promptly. It is only the good news that can wait.” It also helps to be so

wise and informed that people fear not telling you bad news because you are so

likely to get it elsewhere.