Tech enthusiasts will recognize the term “reality distortion field” (RDF) as a term used by Bud Tribble, an Apple employee, to describe the bubble Steve Jobs often worked in and projected onto others, where “in his presence, reality is malleable.” (See Here for More Info) It was said that Steve could bend perception to fit and meet his desires. As is such with many powerful leaders.
In the weeks since the 2016 election, hundreds of articles have been written about how the confluence of “fake news”, “algorithmic anomalies” and an individual’s own RDF may have affected the outcome. (Stratechery.com wrote a great article in November that explains the concept. Click here for the article.) When we curate our own news, it’s almost impossible to acknowledge that there may be another equally valid view on subjects.
Politics aside, these forces have and continue to play a major role in business today. All too often the power elite of an organization create their own RDF and refuse to see the simple truths that often are staring them in the face. Sure, good leaders often surround themselves with valued opponents, differing views, mounds of research from employee and customer surveys. But what good are those data points if solely viewed through the lens of their personal reality distortion field.
Some senior executives attempt to remedy the situation and even go out of their way to understand what is truly happening at the ground level. (Think Undercover Boss) But even then, it takes a disciplined leader to make lasting change. One of the main roles of a leader is to help remove the obstacles that inhibit their employees from being successful. Unfortunately, most don’t follow that simple idiom. Rather than do the hard work of looking internally at themselves, they find every reason to fault their employees. Rather than listen to their employees, they find justification in their own decision making and hear what they want to hear. For example:
What was said –
“We’re burning out our employees, we’re running too lean, we need to add headcount to achieve our goals.”
What they hear –
“Our people aren’t going above and beyond as they should and are doing the bare minimum. Apparently, we don’t have the “right” people and you need to learn to motivate your team better.”
I’m not suggesting that it’s all the leaderships fault. It’s hard when your surrounded by like-minded individuals, with the same viewpoints, talking about the same topics, with the same solutions. It becomes an echo chamber and it’s difficult to break out. Difficult, but not impossible.
True leaders understand that running a business is like steering a ship. It takes a lot of time and effort to make the smallest of impact. But even a small 1° change in trajectory can take you miles off course. Small impacts can make dramatic changes in your business over time.
No business leader can see the future. The key to success often comes down to understanding what’s happening, removing any obstacles and course correcting early and often. All the while remembering that sometime you might be that obstacle.