Deserve vs. Earn


“You just received a raise? Well, congratulations! I think you deserved it.” A co-worker, named Dawn, said after I stepped out of a one-on-one with my boss. I was so proud that I almost missed her tripping on my pet peeve.

“Well, thank you for those kind words,” I said with all sincerity, “but I didn’t deserve that raise. I earned it.” 

I don’t know if I offended Helen, but she obviously felt the need to correct my correction, “If you earned a raise, then we all did,” she said, emphasizing the word earned in the exact same way I did, in a subtle form of mockery.

“We all got a raise,” she clarified, “but it wasn’t a raise in the way you think it was. It was a bump in pay. Yeah, the feds just upped the minimum wage, so we all received a commensurate bump in pay.”

I read about the raise in the minimum wage, but I made more than the minimum wage, so I didn’t think those stories concerned me. I knew the cost of everything would rise accordingly, and I knew every dollar I had in my pocket would mean less as a result of the minimum wage hike, but I didn’t think it would affect me in any other way. I didn’t know anything about the general practice companies have of raising wages to help their employees’ keep pace with the inflation that results from raising the minimum wage.

In our one-on-one, my boss led me to believe my raise was based on merit. He never said the word raise, I realized in the aftermath of Helen’s clarification, but he said enough to allow me to fill in the blank. I was so proud of that raise that I couldn’t wait to tell my dad. It turned out this bump in pay wasn’t an amount of money I earned, but money I deserved for working in a country that decided to mandate that employers pay their employees more money.

“Why do you care whether you earned or deserved more money?” another co-worker, named Natalie later asked, “as long as you have more of it in the bank.”

Other co-workers told me to shut up in various other ways, and that I should be grateful to have a job. I tried to be that guy, as I knew the pain of being laid off, fired and unemployed. I don’t know if my state of mind had something to do with my boss delivering the news of my bump in pay under what I considered false pretenses, but I thought it had something to do with the overwhelming sense of pride I felt when I thought the company was finally recognizing all of my hard work, and how that all came crashing down when I realized I deserved it.

Earn It!

In a post-game interview, following his first 1994-1995 national championship, former Nebraska Cornhuskers head coach Tom Osborne was asked if he felt he deserved the title. Tom Osborne began head coaching duties in 1974. What followed was a level of consistency almost unheard of in college football, with numerous near-misses in national championship games. No college coach, at the time, could be said to be more deserving of a national championship. No college coach worked harder, or was more effective in building a system that produced a consistent winner, at the time, than Coach Tom Osborne. Yet when he finally won his first championship, and someone asked him if he felt he deserved it, he said, “No one deserves a national championship,” I write paraphrasing Coach Osborne. “You win one in that particular season.” Without going into too much detail, every loss to the Oklahoma Sooners, every bowl game loss, and every near-miss informed Tom Osborne that he needed to adapt and change. The adaptations and changes Osborne and the Cornhusker hierarchy introduced have been listed by others, but one of the primary ones was a change in the type of players he needed to recruit to compete with the elite teams in college football. He knew no one was going to give him a National Championship because they felt sorry for him after so many near-misses. He knew he wasn’t any more deserving of a National Championship than any of the other head coaches in college football. He knew that he was going to have to change, adapt, and outwork his opponents, and he did to finish his career with three national championships and a 60-3 record over his last five seasons as Nebraska’s head coach. 

What’s the difference between the words earn and deserve? If a reader sorts through various periodicals they will find the two words used in an almost interchangeable manner. We conflate these two words so often that some of us consider them synonyms, and some thesauruses and dictionaries even list them as such.

This casual, but curious, observer of language would not go so far to write that those reference books are incorrect, but in a purely philosophical sense, I consider these words so far apart as to be antonyms. When the office worker speaks of deserving a raise she has not yet received, even those fellow employees who know the standardized measurements of the company would not bring up the word earn, fearing that doing so might taint the relationship they have with her. When a sports fan speaks of his favorite team deserving a championship, only his antagonists will mention the fact that their team hasn’t earned it yet, and when the lovelorn and politicians speak of the word deserving, it is an emotional appeal that their audience dare not counter.

Most define deserve as something for which they are entitled, as if by birthright, and earn has a more meritorious quality. They think they deserve to have something, as a result of a natural course of events. If another has, they should have. In this context, deserve takes on the definition of an adjective to describe those who should attain, and earn is more a verb to describe the justifiable reward for the hard work put into attaining a goal. Deserve is also a term used by those who feel they are owed something by being a good person, a human being who is alive, and they don’t bother defining the difference between the two as it applies to them.

All philosophical differences aside, this causal, but curious, observer can’t help but think that those who invest emotions in the idea that they are deserving, at the expense of working to earn, set themselves up for failure, heartache, and even diminished mental health when the reality of their circumstances continue to dispel such notions. One would think that, at some point, the confused would take a step back and reexamine their algorithm, but for most of us that’s easier said than done, as it could lead us to the conclusion that we’re a lot less deserving than we once believed.

LOVE

Love is difficult to calculate by standardized measurements of course, as past behaviors do not dictate future success. As such, no rational person should ever say that they deserve to be loved in a conditional manner by a prospective lover, but love is not something one can earn entirely by merit in this manner either. Conditional love, between adults, is a complicated algorithm fraught with failure that begins with simple, intangible superficialities. These superficialities can be as simple as the way a person combs their hair, their scent, the clothes they wear, the way they smile when they see you coming down the aisle at Cracker Barrel, and all of the other, otherwise meaningless intangibles that form superficial attraction.

Some could argue that the superficial nature of the early stages of love are nothing more than a crush, but a crush forms the crucial, fundamental layer of all that will arise from it. At some point, and every relationship is different, a crossover occurs. The initial spark that drove the relationship from point A to point B progresses into shared values, individualistic ideas, and some modifications on long held beliefs and philosophies, until it eventuates from that initial, superficial attraction into the ultimate, comprehensive, and conditional decisions we make about another person we call love. In this sense, we earn love every day thereafter by maintaining and managing the conditions that the other party lays out for us in overt and implicit ways to form adult, conditional love.

“Do you think you should receive love simply by being?” I would ask those who claim to deserve love. “Do you think that you should be able to walk up to a total stranger on the street and inform them that you are a good person, and therefore deserving of love, and that they should do their civic duty, as a good citizen of the world, and love you? If that’s what you believe, you’ll probably end up with the type of love you deserve.” 

The point is that those who claim they’ve achieved the quality of deserving open up a whole can of why, for those who are asked to believe it. ‘Why do I deserve,’ should be the first question we ask ourselves, and ‘why am I more deserving than another?’ should be the next, and all of the answers should culminate in self-evident facts and figures that result in the definitions of the words ‘merit’ and ‘earn’.

High-minded types who tend to overthink matters are often the first to warn the rest of us that we overthink matters. One such person told his audience that love is nothing more than a complex mixture of chemicals in the brain, and he did so under a theoretical umbrella that suggests that a human being is no more complex than a penguin. This person added that other animals, like some penguins, maintain long-term, monogamous relationships based on some decision-making. The rest of us would not say that this is outright false, but we would add that the definition of love can vary with the complex and simple variables we add to it. If we want the love we deserve to be no more complex than the penguin’s, and our drive to be loved, and love, is nothing more than a natural and primal need to procreate, then humans deserve to be loved by the primal, prospective mate who senses when we’re in heat. If our senses are inferior to the penguin’s, in the sense that we can’t tell when a prospective mate is in heat, we may want to develop a mating call that informs prospective mates when we feel ‘deserving’ of love to see what comes running down the alley to us.

Most of us prefer to believe that we earn the love we receive on a perpetual basis, a love that is much more complex than the penguins, and that the love we receive is reciprocated by the love we give. This, in financial circles, is called ROI (return on investment). Before we decide to invest our emotions in another, we try to make an informed decision of whether that person shares our values. We might make a snap decision, based on their superficialities, but this often occurs in the swoon stage. If they are going earn our love however, they are going to have to live up to our conditions long-term. If we settle on this primal, penguin definition of love, and we choose to believe that we deserve a form of love that should be nonjudgmental, and lacking in morals and values, and that which is nothing more than a stick that stirs the chemicals in our brain, the love we receive will be as meaningless as the penguins’, and what we deserve.

Wearing a Mask the Face Grows Into


Shooting the Elephant involves the struggle to find an authentic voice in the midst of ceding to authority and group thought. Shooting the Elephant is about a moment in Eric Arthur Blair’s (George Orwell) young life when he was forced, by a number of external forces, to shoot an elephant. The goal of a writer is to take a relatively benign moment in their life and translate it into a meaningful moment, and by doing so unearth the ideas and characters involved. In the course of discovery, an author might become obsessed with why they acted the way they did. What was my motivation at the time, a writer may ask, and what does it say about me, or what does it say about humanity as a whole? 

As a standalone, i.e., listing off the events that took place, I’m guessing that the aspiring Eric Arthur Blair considered the story incomplete and without purpose. I’m guessing that he probably wrote and rewrote it so many times, and introduced creative bridges, that he couldn’t remember which details took place and which details he created to support the bridge between actual events that took place and that which would make the moment transcendent.

We can also guess, based upon what Blair would achieve under the pseudonym George Orwell, that the search for the quality story, supported by a quality theme, was the driving force behind his effort. If the driving force behind writing a story is to achieve fame or acclaim, so goes the theory, you’ll have neither the fame nor a quality story. The mentality most quality writers bring to a piece is that fame and acclaim are great, but it should be nothing more than a welcome byproduct of a well-written piece. Shooting the Elephant is a really good story, but the thought provoking, central message is the reason Eric Arthur Blair would go on to achieve fame as George Orwell.

It’s possible –knowing that Shooting the Elephant was one of Orwell’s first stories– that the theme of the story occurred in the exact manner Orwell portrays, and he built the story around that theme, and he then proceeded to build a writing career around that theme. The actuality of what happened to Orwell, while employed as the British Empire’s police officer in Burma is impossible to know, and subject to debate, but the quality of the psychological examination Orwell puts into the first person, ‘I’ character is not debatable, as it relays to the pressure the onlookers exert on the main character, based on his mystique. It’s also the reason Orwell wrote this story, and the many other stories that examine this theme in numerous ways.

The first person, ‘I’ character of George Orwell’s Shooting an Elephant was a sub-divisional police officer of the town of Burma. Orwell writes how this job, as sub-divisional police officer, brought him to a point where he began to see the evil underbelly of imperialism, a result of the Burmese people resenting him for his role as the one placed among them to provide the order the British Empire for the otherwise disorderly “natives” of Burma. Orwell writes, how he in turn, began to loathe some of the Burmese as a result, while secretly cheering them on against the occupiers, his home country Britain. It all came to a head, for him, when a trained elephant went must<1>. Orwell’s responsibility, to those he swore to protect, and to those who commissioned him to protect, as a sub-divisional police officer, was to shoot the elephant.

Orwell describes the encounter in this manner:

“It was a tiny incident in itself, but it gave me a better glimpse than I had had before of the real nature of imperialism – the real motives for which despotic governments act.”

The escaped elephant gone must wreaked some carnage in his path from the bazaar to the spot where Orwell came upon him. En route to the eventual spot where Orwell came upon the elephant, Orwell encountered several Burmese people who informed him of the elephant gone must. Orwell then discovered a dead man on the elephant’s destructive path that Orwell describes as a black Dravidian<2>coolie in one spot of the story, and a Coringhee<3> coolie in another. Several witnesses confirmed, for Orwell, the fact that the elephant killed the man.

When the ‘I character’ finally comes upon the elephant, he sees it “peacefully eating, the elephant looked no more dangerous than a cow,” Orwell then describes the Burmese throng that surrounded him:

“It was an immense crowd, two thousand at the least and growing every minute. It blocked the road for a long distance on either side. I looked at the sea of yellow faces above the garish clothes-faces all happy and excited over this bit of fun, all certain that the elephant was going to be shot. They were watching me as they would watch a conjurer about to perform a trick. They did not like me, but with the magical rifle in my hands I was momentarily worth watching. And suddenly I realized that I should have to shoot the elephant after all. The people expected it of me and I had got to do it; I could feel their two thousand wills pressing me forward, irresistibly. And it was at this moment, as I stood there with the rifle in my hands, that I first grasped the hollowness, the futility of the white man’s dominion in the East. Here was I, the white man with his gun, standing in front of the unarmed native crowd – seemingly the leading actor of the piece; but in reality I was only an absurd puppet pushed to and fro by the will of those yellow faces behind. I perceived in this moment that when the white man turns tyrant it is his own freedom that he destroys. He becomes a sort of hollow, posing dummy, the conventionalized figure of a sahib<4>. For it is the condition of his rule that he shall spend his life in trying to impress the “natives,” and so in every crisis he has got to do what the “natives” expect of him. He wears a mask, and his face grows to fit it. I had got to shoot the elephant. I had committed myself to doing it when I sent for the rifle. A sahib has got to act like a sahib; he has got to appear resolute, to know his own mind and do definite things. To come all that way, rifle in hand, with two thousand people marching at my heels, and then to trail feebly away, having done nothing – no, that was impossible. The crowd would laugh at me. And my whole life, every white man’s life in the East, was one long struggle not to be laughed at.”

Orwell states that he did not want to shoot the elephant, but he felt compelled by the very presence of the thousands of “natives” surrounding him to proceed. He writes:

“A white man mustn’t be frightened in front of “natives”; and so, in general, he isn’t frightened. The sole thought in my mind was that if anything went wrong those two thousand Burmans would see me pursued, caught, trampled on and reduced to a grinning corpse like that (coolie) up the hill. And if that happened it was quite probable that some of them would laugh.”

In the aftermath of the shooting of the animal, Orwell describes the controversy that arose, and he concluded it in the following manner:

“I was very glad that the coolie had been killed; it put me legally in the right and it gave me a sufficient pretext for shooting the elephant. I often wondered whether any of the others grasped that I had done it solely to avoid looking a fool.”

The Hard-Ass Boss

At a warehouse-sized office I worked in, we had a supervisor who enjoyed the mystique of being a hard-ass. He enjoyed having those of us under him believe that he would do whatever it took to help the employees on his team achieve maximum efficiency. If we did well, he took credit for it. He was proud to take credit for it, and we were supposed to feel proud when we made him look good. Some of my team members were proud, for there are always some who enjoy autocratic rule. What they didn’t consider was what might happen if they had a poor quarter. Not only did he deflect 100% of the blame to the accused, but in a stylistic homage to Josef Stalin, he had them unceremoniously stricken from the record. We had a friend sitting next to us, laughing at our jokes and telling us stories from their life one day, and we had an empty desk sitting next to us the next. If he didn’t choreograph the chilling effect this had on the team, he might have taken credit for it if we asked him about it.

In this particular office, a sub-par employee had so many chances to recover from past performance that it was an ongoing joke among the employees that we could set the building ablaze and nothing of consequence would happen. If our perceptions of this climate were anywhere close to the truth, this supervisor stood out. In a corporate climate of managers defining supervisors on their creative abilities to retain employees and receive quality, employee review scores from those employees, our supervisor was an aberration. I do not know if the numbers we produced for him placed him above reproach among his superiors, or if my fellow employees were afraid to score low on their reviews during his tenure as their boss, but he managed to remain a supervisor of a team that hated him. If the reader knows anything about the corporate climate of America today, and the constant reviews employees and their bosses undergo, they know that is a near-herculean chore. 

The walk to an unscheduled, closed-door, one-on-one with this supervisor was equivalent to a criminal suspect being frog marched into a courthouse. The audience of it found themselves caught between trying to see the emotions on accused’s face and trying to look away to preserve the accused’s dignity. These moments informed us that in a world of supervisors claiming to have our back, in closed-door sessions with Human Resources and their managers, we had one that had so little concern for us that he did not even try to fake the support other supervisors did.  

Those of us who worked under this hard ass boss knew he would not defend us, even if we had verifiable reasons that warranted a defense. We figured that if we had that reason that we might have to go to our Human Resources department to mount our own defense, and there was also a sneaking suspicion that we might have to mount a defense against him in that meeting.

This resulted in most of us believing that he cared little about us and only about advancing his mystique, until it advanced him within the company. Was this a fair characterization? It might not have been, but it was pervasive throughout the team, and he never did anything to dispel us of this notion.

Thus, when I was frog marched into my first unscheduled one-on-one session with him, I was astonished to find out that not only did I receive the least severe punishment possible, but I didn’t receive the punishment specifically proscribed for my offense. He informed me of the charges against me, and he provided print outs of my action in the event that I might mount a defense, and then he cut my punishment in half. He did so in a congenial manner that I found unsettling, and his unassuming smile of sympathy was so shocking that I experienced an inexplicable disappointment.

Another inexplicable emotion I experienced was a diminished respect for him that I couldn’t avoid pursuing. My characterization of him, compiled data furnished by him and the group thought that pronounced such characterizations after all of his actions, left me with blanks to fill that included pleasant and unassuming characteristics.

He offered me another pleasant and unassuming smile in the silence that followed.

“See, I’m not such a bad guy,” he said.

Had he had asked me what I thought of this side of him, before I left the boardroom, I would’ve told him that he would have been better off refraining from all that smiling. “Smiles look weird on your face,” is something I might have said. I would have added that there was nothing unusual, or unattractive about that smile, but that it just looked odd on him. I also would have informed him that we both would’ve been better off if just gave me the proscribed punishment for my offense. I would’ve told him that the mystique he had a hand in creating, and that which was so firmly entrenched by the time I entered this boardroom, placed him in a no-win situation … “If,” I would add, “it is your hope that I like you, or in anyway consider you to be something other than a bad guy.” I would’ve informed him that once you establish a firm, hard-ass leadership mystique, doing otherwise will only lead the recipient of your leniency to believe that you are flexing an authoritative muscle in a condescending reminder to those under your stewardship that they will forever be subjected to your whims and moods, until they leave the room loathing you more than they had when they entered.

I would’ve ended my assessment by informing him that he’s so worked hard to foster this image, and sustain this mystique, that he should probably just sit back and enjoy it. The employees on your team are now working harder than they ever have, because they fear that you won’t do anything to help them if they don’t. They are also putting a great deal of effort into avoiding anything that could even be reasonably perceived as wrongdoing, based on the idea that if they get caught up in something that you won’t defend them. I would tell him that by firmly establishing yourself as a hard-ass boss you’ve given up the freedom of latitude in your actions. We’ve adjusted our working lives to this mask you created, and any attempt you make, going forward, to foster a “nice guy” image will be perceived as weakness, and it will not redound to the benefit for any of the parties involved.

It’s too late for you, and your current mystique, I would inform him, but if you want to escape this cycle in your next management position, clear your desk library of all of these unread “how-to lead” guides that you have arranged for maximum visibility and pick up a copy of Orwell’s Shooting the Elephant. In this story, you will find the true detriment of creating a hard-ass boss mask, until your face grows into it, and while it may impress your superiors to be this way, the downside will arrive when you try to impress upon the natives” the idea that you’re not such a bad guy after all, and you spend the rest of your days trying to escape the spiraling duality of these expectations.

<1> Must, or Musth, is a periodic condition in bull (male) elephants, characterized by highly aggressive behavior and accompanied by a large rise in reproductive hormones.

<2> A Dravidian is described as any of a group of intermixed peoples chiefly in S India and N Sri Lanka

<3> A Coringhee coolie” refers to such an Indian immigrant working in colonial Burma as an unskilled laborer in the nineteenth and twentieth centuries.

<4> Sahib –A name of Arabic origin meaning “holder, master or owner”.

The Great Credit Card Swindle: Manipulation or Self-Infliction?


Although it’s never explicitly stated in Jon Ronson’s Who Killed Richard Cullen? report for the Guardian, this reader can’t help but think that the central character of this report, a British citizen named Richard Cullen, was ultimately a victim of his own hand. Author, Jon Ronson, does state that Richard Cullen made some decisions in the process that led to his demise, but for the most part Ronson characterizes the events that led Mr. Cullen to take his own life as that which nobody forced Mr. Cullen to do, but everyone did.

Richard Cullen

Mr. Richard Cullen decided to play what Mr. Ronson characterizes as a “peculiarly modern British” game of paying off debt via a credit card. This game involves using one “unbelievable good deal” offered by a credit card company to pay off a debt, followed by another decision to roll that credit card’s debt over to another “unbelievable good deal” from another credit card company, until the victim of this game, in this case Mr. Cullen, ends up accumulating twenty-two credit cards, with twenty-two different compounding interest rates.

If anyone reads through the list of Richard Cullen’s actions with the belief that the man attempted to enrich himself by playing this game, they are mistaken. Mr. Richard Cullen was a good and honest man who wanted to pay off a debt that arose as a result of a health crisis his wife experienced. Mr. Richard Cullen believed he figured out a loophole in the system that would help the Cullens remain debt free. The Cullens, it appears, were not so desperate that this was a last resort. It appears as though Mr. Cullen thought he could beat the credit card by rolling debt through the “unbelievable good deals” that credit cards offer was a more advantageous way of cancelling debt. We’ve all received mailings that suggest we will pay 0% interest for the first six months if we sign up now. Mr. Cullen thought he could use those offers, and subsequent offers, to eventually pay it all off. It would prove to be a series of fateful decisions that eventually led to Richard Cullen conceding defeat in this game, by taking his own life.

Was Mr. Cullen a victim of targeted marketing? Mr. Ronson’s meticulous research makes the case that Richard Cullen most likely was. Ronson’s research shows that that targeting involved deregulation of the industry, reported to allow members of the lower class greater access to credit, thus allowing credit card companies to give more loans to a greater number of people. This eventuated in a series of unintended consequences through government action that led to a group called list-brokers –aided by a complicated, computer algorithm called Mosaic– to provide lists of people considered “prime targets” to credit card companies for eventual lending. Mr. Ronson’s report does touch on the actions of government officials attempting to be wonderful without gauging the consequences, but Mr. Ronson focuses most of his piece’s content on the credit card institutions that took advantage of the lack of foresight by the government officials, and he backs up his thesis with an admirable amount of research into the process. The glaring omission in the piece is the amount of blame that we, the readers, should direct at the victim of this convoluted game: Richard Cullen. If, for no other reason, than to learn a lesson from it.

This approach might be viewed as a cold-hearted approach by the reporter, and it may have angered the Cullen family, that Ronson might have endeared himself to in the process of reporting on this story, but the greater lesson of what Richard Cullen tried to do, needs to be taught. How many of us are susceptible to “no interest (for a specified amount of time)” marketing campaigns, and how many of us are susceptible to their “one time only” campaigns? The lesson of Richard Cullen needs exposure, so that it makes a mark on those that learn the details of it.

Mr. Ronson describes Richard Cullen’s plight as beginning with a health crisis, his wife’s.

“There had been no splurging,” Richard Cullen said. “No secret vices.” Richard Cullen just tied himself up in knots, using each card to pay off the interest and the charges on the others. The fog of late payment fees crept up and eventually engulfed him.

Jon Ronson

One curious line in Mr. Ronson’s report states that, “Right now, nobody knows how Richard Cullen’s strategy fell apart.” At various points in the report, we learn that Mr. Cullen presumably went to a credit card company to help his wife pay off the $4,000 dollar health care bill, at 0% interest, and he proposed to her that he would “switch (her debt) to another one after six months.” He then took six weeks off work, during this period, to care for his wife, and he began “signing up for credit cards” to “cleverly roll the debts over from account to account.” This reader would suggest, having never attempted to play this game with credit cards, that the strategy fell apart right there, at the beginning.

Right there, at the very beginning, someone wiser than Richard Cullen should’ve stepped in and said something along the lines of: “Have you ever viewed the annualized corporate profits of these credit card companies? They don’t produce an actual product, yet their profits dwarf most of the blue chip companies that do. How do you think they accomplish this? How does the beautiful city of Las Vegas manage to build a big, brand new building almost annually? Have you ever heard the line: ‘There’s a sucker born every minute?’ Did you laugh at that line? Did you think of all those poor saps who don’t have the wherewithal to spot the scheme, and did you ever consider the idea that they might talking about people like you, and the “perfect” and “brilliant” strategies you have to beat the system?”

The point of the statement “Right now, nobody knows how Richard Cullen’s strategy fell apart” also has something to do with the idea that no one knows the specifics of what Richard was attempting to do, because as his wife, Wendy states, “He wasn’t a man who talked a great deal, and he never, ever discussed finances with me.” To answer the question of specifics, this reader would suggest that Mr. Ronson might want to troll through the man’s receipts and financial records to find the point where Mr. Cullen’s strategy fell apart. Mr. Ronson does appear to answer this question by prefacing it with the words “Right now.” Critical analysis leads this reader to wonder if these words permit Mr. Ronson a work around that allows him to avoid the discussion of Richard Cullen’s role in his own undoing. The implicit follow up, this skeptical reader reads, is that “In the future, we may know, but “Right now” we don’t, so let’s get to the point of this article.” The answer, the reader would assume, is in the accounting. Mr. Ronson decides, instead, to move to the question of marketing arms of the credit card companies providing alluring tag lines to the unsuspecting, a question Ronson appears to believe is answered by the following line from Richard’s wife:

“He (Richard) said he didn’t seek out all of the 22 credit cards he had somehow ended up acquiring between 1998 and 2004. On many occasions they just arrived through the letterbox.” 

The question this quote prompts is how many people receive credit card offers in the mail, and how many respond? It’s entirely possible that the demographics of the Cullen home led them to being targets of the credit card industry, but how many in that area, my area, and your area are targets? How many of those same people respond? As they say of internet fraud and phishing schemes, those that swindle only need a success rate of one in one-hundred to be successful.

The Credit Card Addiction

As Tommy Lasorda once said of drug addicts, and I’m paraphrasing, “It seems to me that they make a decision to continue doing what they do every single time they do it. I don’t see them as victims.”

Without knowing the specifics of what happened to Richard Cullen, it would seem to me that he had many opportunities to correct the course at various points along the way. The decisions he made along the way led to him falling prey to the very human conceit of mental prowess, regarding a belief in his ability to master an otherwise unmanageable game. When future mailings arrived in the letterbox, in other words, Richard Cullen should’ve not only thrown these away, but he should’ve stomped on them and burned them in a ceremonial manner. He decided, instead to sign up for another one without asking the vital question: “What’s the catch?”

Those three words “What’s the catch?” seemed fatally absent from Mr. Cullen’s vocabulary throughout the chain of events that led to his demise, and those three words are not the province of highly educated, upper class types. These words seem, more often, to be the province of the lower class, and uneducated types who attempt to mentally out-duel one another with “gotcha” games. It seems indigenous to those who attempt to display their street smarts by engaging in the “What’s the catch?” line before the other has entirely finished their presentation. At the same time, however, some of us fall prey to the conceit that we know how to play the game so well that it might prove to be our undoing when we encounter the organizers of said game, because we have a strategy, or we fall prey to the belief that we have spotted the loophole nobody else has.

One victim can feel for the plight of another victim, amassing a debt $4,000 dollars (Mr. Ronson uses the British Pound), some could even see that as such a manageable debt that they go beyond that, and most would also admit that it’s entirely feasible that that debt could compound greatly with interest. Most would admit that at some point, before amassing a $130,000 debt that Mr. Cullen was eventually left with, that they would humble themselves, at some point in the process, and sit down with someone who “really knows what they were talking about” to discover how truly complicated the business of credit cards is. For most, this humbling part of the process occurs quite early on, and in this part of the process, I am quite sure that most readers would have nothing but empathy for the dire straits that Mr. Richard Cullen found himself in.

There have to be very few who wouldn’t empathize with the crushing realization that Richard Cullen must have realized when he couldn’t afford to pay one, simple health care bill at the age of sixty-five (the age of Richard Cullen on the day of his death). The crushing realization probably had something to do with the idea that life hadn’t worked out the way Mr. Cullen thought it would. Most of us figure that we’ll have a pretty decent hold on what our parents did right, and what they did wrong, and all of the twists and turns life offers us to a point where when we’re sixty-five we should be living fairly comfortably. Some might feed into the notion that we’ll be rich beyond our wildest dreams, but few of us considered that we’d still be living the 9-to-5, paycheck to paycheck, type of lifestyle that forced us to cut back and called upon us to sacrifice. We don’t know Mr. Cullen’s financial status, but we can assume that Richard didn’t want his wife to feel guilty about forcing the family to cut back further and sacrifice more. We can also assume that Richard Cullen was frustrated that he was unable to flip a switch and make it right. We can assume that this had something to do with the idea that his life had not turned out the way he thought it would. He might have thought that he found a loophole in the credit card game, and that his creative ingenuity would prove that he wasn’t a poor provider for his family.

The ultimate moment of vulnerability arrived, for Richard Cullen, when the envelopes with red boxes and “Date Due” letters were on his left and the promises of other 0% lending letters were on his right. Most people can find themselves amassing debt at this point. Almost all of us fall for these marketing campaigns to one degree or another. We may not even employ the “What’s the catch?” mentality initially, but there is a point where this mentality does eventually kick in. There is a point where everything our parents should’ve taught us should’ve wedged itself in the scenario. There should’ve been some sort of rationale that told us we’ve reached a point where enough is enough.

Jon Ronson informs us that the Cullen family’s attempt to reconcile the chain of events that led to Richard Cullen’s suicide, recalled for Mr. Ronson a song from Bob Dylan:

“I remember an old Bob Dylan song Who Killed Davy Moore? in which a boxer dies in the ring. In the song, the crowd says it wasn’t their fault (“It’s too bad he died that night, but we just like to see a fight”). The gambler says it wasn’t his fault (“I didn’t commit no ugly sin, anyway, I put money on him to win”). The opponent says it wasn’t his fault (“I hit him, yes, it’s true, but that’s what I am paid to do”). In the song, nobody killed Davy Moore and everybody did.”

Mr. Ronson’s Who Killed Richard Cullen piece is a well-researched, in depth, and well-written condemnation of the credit card industry, and I highly encourage anyone who has thoughts of signing up for a credit card –for whatever reason– to read it. His final, and most thorough condemnation arrives when he finds that the Cullens were conspicuously targeted because they lived in an area that the computer program Mosaic found contained individuals that would need money. The computer program targeted people who own their home (an important aspect in the program should the need to seize property arise), coupled with the idea that the people in this area probably might not be smart enough to read the small print and spot the pitfalls. Mr. Ronson also finds the man most responsible for the deregulation that freed up the credit card industry to allow lower class individuals the same access to credit that the other classes had. A Lord Griffiths of Fforestfach –the vice chair-man of Goldman Sachs International, a former director of the Bank of England, and once the head of Margaret Thatcher’s Domestic Policy Unit– admitted that he was in favor of breaking up the “classic cartel” that was the banking industry of December 1970. At that time, he says, credit was “very much a middle-class preserve and I believed that the democratization of credit had to be a good thing. Everyone in principle should have access to credit.

“The only way in which to make banking a competitive industry is to remove all obstacles to potential new entrants into the industry,” he says. It was, by all accounts, a key factor in the subsequent deregulation of UK banking.

He concludes by saying, “I don’t think anyone would have foreseen how innovative and aggressive and competitive the financial services would become in their techniques,” he says. “The whole lot of them are to blame.” He pauses. “I’m not advocating a return to the status quo. But the pendulum has swung much too far.”

The result, he states, was:

“The pendulum has swung much too far” in the other direction to a point where (a report Ronson found that Griffiths later wrote stated). “The sheer scale of consumer debt [1 trillion pounds] has made millions of households extremely vulnerable to shocks to the economy … such as oil price rises, acts of terrorism and wars … Debt is a time-bomb for the 15 million people who struggle with repayments.”

When an argument, such as the one Mr. Ronson presents in this report, is such a thorough, and convincing, condemnation of one side, I can’t help but think pink. There’s an old joke that involves an instructor telling a student to avoid thinking pink, because the instructor knows that will be the first thing the student thinks of when instructed to do otherwise. Mr. Ronson concentrates on the data that he believes relieves Mr. Cullen of blame in this situation. It makes for a compelling, compassionate story, and it bolsters Mr. Ronson’s apparent desire to “comfort the afflicted and afflict the comfortable.” His expose calls for structural changes to the integrity of the system, and this reader doesn’t doubt Mr. Ronson’s sincerity. This reader was, however, unable to avoid thinking pink.

We’re not supposed to think about Mr. Cullen’s role in this unfortunate debacle that Ronson characterizes as “no one is to blame and everyone is.” We’re not supposed to think about all the decisions consumers make along the way, when they fall prey to predatory lending. We’re not supposed to think about the recipient of nefarious marketing campaigns. We’re not supposed to think Mr. Cullen, and all of the unfortunate victims who fall prey these ploys, could’ve stopped at some point. We’re supposed to look at these matters in terms of bad guy versus good guy.

The “There but for the grace of God go I” line pops into my head throughout this story, for I know that my ego is probably as substantial as Mr. Cullen’s probably was. I also know what a blow it would be to my ego to realize that I cannot play this game as well as the average joe on the street, then to have to admit that my attempt to master this game has put my family in a position where my kids might not be able to satisfy this debt throughout their lives. I cannot imagine what a crushing blow that must have been to Mr. Cullen. As smart as I think I am, I’ve learned that it doesn’t matter when you begin playing on another’s home field. When I enter the turf of the used car salesmen, for example, I know I enter the underdog. As such, when I receive “no interest (for a specified amount of time)”, “once in a lifetime” deal, I don’t even open it. I place it in the trash can, rubbish bin, or whatever you call it. When I receive the phone call that offers “once in a lifetime” deal, I hangup. I’m not smarter than Mr. Cullen, the author, or anyone else for that matter. I will say that I am more aware of my limitations than Mr. Cullen was, for I would never flirt with the notion that I can beat a person, or a corporation, at a game that they created. 

A quick read of this article might lead the reader to think the author lacks sympathy for Richard Cullen and his family. You might be surprised to hear, I think the opposite. I don’t care how much legislation various governing bodies pass, there will always be those who prey upon others. I don’t think it does us any good to call for more legislation, as the author appears to be doing in this story, or at least a reversal of a misguided bill. What does a legislation do, they pass laws, and most of those who prey upon victims are not impeded by laws. The best measure I think we can use to prevent more Richard Cullens is to tell his story, in a constructively critical manner that can seem harsh at times, to prevent future Richard Cullens.