How much does reality matter?
It seems a strange question, particularly in a business-related context. Of course, reality matters. But, what happens when it is “perceived reality” and emotion that appear to most shape what people conclude? What happens to leadership when facts no longer persuade?
Current political discourse in some places could lead one to believe that, for many, facts are losing much of their general potency in debate and that persuasion has become much more of an emotional affair.
Today it seems that some politicians make declarative statements that for some are accepted as fact, and for others soon become so as the viral amplification and repetition solidifies perceptions. Claims or rumors may get the same attention as more solid evidence. Others may react to “stated facts” with anger, resignation, or tuning out — becoming harder to reach or engage.
In a world where many focus on their favored online channels, they may not be exposed to different views, or can quickly dismiss a counter-channel as biased and inaccurate. As AI portals become more of a conduit for online searches, fewer may see the more robust and nuanced source content these platforms extract.
Not only have facts lost some of their power to educate and change minds, but our ingoing assumptions about having a shared context of “reality” are sometimes now highly in question.
Effective communicators need to assume and overcome palpable skepticism and understand the unreliability and plasticity of human memory. They need to consider the potentially inattentive contours of a multitasking mind, and find ways to build new bridges to connection. How do you establish relevance and credibility today, let alone trust?
Since the lifeblood of leadership is communications, leaders will need to rely increasingly on emotional and social intelligence, creativity, and more human connection rather than be overly dependent on pure logic and rational debate-craft alone. This is not to say that factual accuracy is no longer necessary. Nor does it suggest that we walk away from appealing to intellect or trying to stimulate inquiry and further analysis. But, leaders must communicate truth through connection. Leaders who adapt to this new communications reality will earn credibility where others will lose it.
Across human history, connecting with others well has never been easy. Doing so effectively today requires new levels of thoughtfulness, care and capability. If reality itself is now up for debate, how can leaders ground communication in something that brings people together?