And some emotional problems can’t be solved at all. Thankfully, all business and financial problems can, in fact, be viewed rationally. Unfortunately, the same isn’t true for all personal problems. That’s why I tell people my approach can help them solve all their business problems but only most of their personal problems.

Gloria Summers is one client I couldn’t get to frame her problem rationally rather than emotionally. Gloria had every right to be angry about her situation. A tall, willowy woman with closely coiffed auburn hair, Gloria was one of the dozen founders of New York’s most profitable public relations agency. The agency was actually a consortium of twelve different small specialized boutiques that came together under one roof to lower overhead and simultaneously expand their reach. The idea worked. Gloria’s shop wasn’t one of the larger divisions, but it was quite profitable. She had annual revenues of over $2,000,000.00. For more than two decades the consortium was a great success. That’s why it came as such a shock when Gloria was called into the president’s office one Monday and told she was fired.

Gloria had always thought of herself as an owner, even though she was technically an employee. She simply couldn’t believe what was happening. She was offered two years’ severance pay and her full pension, but she was also asked to be out of the office by the end of the week. She came to my office the first thing the next day.

After speaking with her it was clear to me that Gloria’s firing was questionable. Despite her youthful appearance, she was sixty-four years old. There had never been any previous mention of poor performance. In fact, after a three-year slide in her division’s revenues they had just rebounded to their highest level in five years. Her profit margins had always been high. It certainly appeared she was being terminated because of her age. I told her we had an excellent chance to get a very large settlement based on her not only being wrongfully terminated but also because she was a founder and de facto part owner of the business. Gloria didn’t seem to care about the money, however. Rather than the fear I usually see in recently terminated clients, Gloria displayed an eerie calmness. She said she wanted justice, nothing less.

I tried to explain to Gloria that justice was an emotional goal and she would be better off trying to get them to literally pay for what they’d done and then wipe her hands of the whole situation. She seemed to agree. I immediately drafted a letter to the president of the agency, telling him that I had been hired by Gloria and that we would be contacting him with a counteroffer.

My staff and some outside specialists started to do some research into both her case for wrongful termination and the finances of the agency. We believed we had a good case for age discrimination. In addition, while the finances were somewhat convoluted, it appeared that Gloria was a fifteen percent owner of the agency. We presented our arguments in writing to the agency and asked if they would now like to change their termination package. They did. The attorney for the agency came back with an astounding $3 million settlement offer. The outside specialists and I were ecstatic. The sum was more than we ever dreamed. Gloria, on the other hand, was unmoved.

She coolly said that if they were willing to offer $3 million that meant her ownership share had to be worth more. I tried to explain to her that, while she might be right, it would be difficult to prove in court. I added that if we went to trial it would cost a great deal of money and take a great deal of time. Gloria didn’t care. She wanted justice, whatever the cost. I tried to change her mind, but she just grew more distant. I passed her case on to a litigation specialist. That was four years ago. The case still hasn’t been settled. I don’t know how Gloria is paying her bills in the meantime. I wish her well. Still, I’m afraid that in looking for “justice” rather than a settlement she’ll never find satisfaction.