As the pace of work becomes more frenetic, and as the desire for maximizing profits assumes maniacal proportions, corporate conversations can often prioritize profits and aggressive decision-making, many times overshadowing values like compassion, kindness, wisdom and long-term strategy.
With my recently concluded intensive directorship program, and now being inducted as a fellow of Board Stewardship and reading some of their lovely material, I have begun to realize even more that movies offer us an interesting and unique way of giving us the space to step back and reflect on deeper human values, helping us to periodically and frequently check in on our alignment with purpose. By drawing us out of our everyday lives, movies create opportunities for reflection and insight.
This time, the review is of the movie 12 ANGRY MEN
Directed by Sidney Lumet in his first venture behind the camera, 12 Angry Men stars Henry Fonda, Lee J. Cobb, E. G. Marshall, and a cast of brilliant actors who bring to life a narrative that is as simple as it is powerful. The entire film takes place in a single room, where twelve jurors must deliberate the fate of a young man accused of murder. What starts as an open-and-shut case transforms into a compelling exploration of human nature, biases, and the courage to stand up for what is right, even when one is standing alone.
At its core, Twelve Angry Men is a profound commentary on justice, the fallibility of the human mind, and the importance of benefit of doubt in the judicial process. It shows how deeply ingrained prejudices, whether racial, social, or personal, can distort our perception of truth. It demonstrates how easy it is for the majority to steamroll over a minority opinion without sufficient consideration or introspection.
In the film, if the jurors had gone ahead with their ‘gut-feeling’, a potential innocent youngster could have lost his life.
Here are some truly meaningful pointers and life lessons from this old masterpiece film-
-Effective leadership is about creating an environment where everyone feels empowered to share their thoughts and challenge the status quo. Just like Juror 8, played masterfully by Henry Fonda, true leaders are those who can foster dialogue, listen deeply, and remain steadfast in the face of opposition, not out of stubbornness, but out of a commitment to fair play and integrity.
-The importance of understanding the human element in every decision-making process. Logic and reason are vital, but emotions, biases, and personal experiences shape how all of us perceive the world. As leaders, it is crucial to acknowledge these factors while making and executing judgments, especially those involving people.
-Importance of value systems: Only one man believed that the boy was not guilty because his guilt was not proven beyond doubt. All others considered it as an open-and-shut case. What were the value systems of this man which motivated him to go against the decision of the other 11 men? While taking critical organizational decisions, leaders should assess the problems against how they fit in to the company’s core value systems more than any short-term revenue or profit impact
-Good value systems inculcate courage: In the movie, for one man to disagree with 11 people requires courage. This man initially faces ridicule but persists by highlighting the facts of the case. As the movie progresses and the number of people who voted “Not guilty” increases, the members of the jury start gathering the courage to counter the other most aggressive jury members because they believed what they were doing was right. This is a problem that routinely faces leaders who face aggressive stakeholders who then push leaders to take decisions to suit their needs or perspectives or simply to keep the bosses happy. But courage is about doing what is right and not what people want.
-Intellectuals and the learned who are lazy are far more dangerous than the ignorant: The film has two striking characters – one wants to wrap up the debate and attend a base-ball game while another just wants to have fun and mostly discusses irrelevant and trivial topics. However, in due course of the film, they are forced to come out of their comfort zone and contribute to the debate.
Many a time, leaders take the easier path in order to avoid facing difficult experiences or simply because they need to think through a tricky situation. This intellectual laziness is very harmful as it deprives the organization of new ideas.
-Leaders should see the larger cause: Most of the jury members in the film perhaps have no great direct benefit from the task they were assigned. But the best members of the jury looked beyond and gave their best because they felt they were contributing to the larger good of society. Leaders in an organization should do the same. Their jobs are not necessarily about giving only those decisions that give a raise or a promotion or more stock options. Life throws most of us an opportunity to make an impact and contribute to the greater good of the customers, organization, employees, and society in general. This perspective can not only lead to greater motivation but also reduces stress. Most of the stress in leadership positions arises due to the fear of a career-threatening failure. But, if leaders can do what is right, there is nothing as failure
Twelve Angry Men is a timeless reminder of the dangers of rushing to judgement, both in legal settings and leadership. In business, we can learn much from the patience, the thoughtful approach of juror 8 to complex problems – one that promotes dissent, values diverse perspectives, and prioritizes fairness.
The film demonstrates the power of critical thinking, empathy, and the willingness to challenge damaging ideas in pursuit of fairness and truth.
Perhaps the most relevant takeaway is that the corporate world of today needs to acknowledge the role of trust as a competitive differentiator. Risk and trust are inextricably intertwined. In fact, loss of trust is possibly the biggest risk that a business can ever face – since everything else depends on it.
