WHAT YOU SEE IS NOT WHAT YOU GETtext that friends see as guilelessness and enemies perceive as
dim-wittedness—the vice president should take a lesson from Mr.
Koppel. That lesson could be summed up in three points: (1)
Don't smile; (2) look as if you've seen and heard it all before;
(3) don't make speeches.
These are interesting points, particularly since most people who
give advice about subtexts advocate smiling. The smile is the
most direct way of saying "I like you," "I'm happy in your presence."
It conveys a subtext of trust and caring. In the case of someone
like the vice president, however, it has an unhappy effect. It
seems a bit juvenile for his station, too simple. A serious mask
would convey a better subtext.
The second point made by Mr. Marchand, "look as if you've
seen and heard it all before," signals a subtext of competence,
of being in charge. Along with an unsmiling face, this subtext is
easily conveyed by a raised eyebrow and a shrug.
In Dan Quayle's case, the advice not to make formal speeches
is particularly applicable. While his off-the-cuff speaking style
is acceptable, his formal prepared speeches tend to slip into a
high school debating style, according to Mr. Marchand. The authori-
tative voice is lost.
Mr. Marchand advises politicians to let people "see themselves
in the mask they wear." The advice we give to politicians seeking
to send effective subtextual messages applies just as well to execu-
tives and CEOs.
In Vice President Quayle's case, it means suppressing that
"boyish" smile. In the case of an older man, a man who has
achieved a serious and sincere image, it means allowing the smile
to become part of the mask. On the executive level, it is important
not to be trapped in a predictable image. Do not allow others to
believe they've "got you figured." A certain subtext of mystery