As Leaders, You Should Wield Your "Superpowers" Responsibly

It was Bud Tribble, a colleague of Apple co-founder Steve Jobs, who first used the term “reality distortion field” to describe how his boss – and business leaders like him – made use of a blend of confidence, charisma, and charm to influence, and, at times, manipulate the perceptions, beliefs, and actions of people around them. I learned about the existence of reality distortion fields after reading Steve Jobs by Walter Isaacson a couple of years ago, and since then, I’ve found them to be an almost integral element of the personas of most business leaders I’ve met.

It is, in my opinion, a stunning phenomenon to witness – I’ve been in awe of entrepreneurs who can passionately advocate for targets that are arguably unattainable, yet still get their teams to fervently work toward achieving them. Indeed, it’s their ability to inspire belief in the improbable – and, at times, the seemingly impossible – that often sets them apart from the rest of us.

That said, reality distortion fields – like anything else – are good only in moderation. Business leaders should be wary of drinking too much of their own Kool-Aid; it’s never a good look when they get trapped in reality distortion fields of their own making. There is a fine line between optimism and delusion, after all, and history tells us that it doesn’t take a lot for confidence to turn into arrogance.

Plus, leaders who get caught in their own reality distortion fields are often resistant to feedback or alternative perspectives. I’ve also noticed that individuals in such predicaments tend to surround themselves with yes-people who rarely, if ever, challenge their ideas – that unfortunately results in them confining themselves to their echo chambers, creating feedback loops that only reinforce their distorted sense of reality.

Keeping this in mind, it’s imperative to remember that while reality distortion fields can be powerful tools for innovation, they still need to be wielded with a deft hand. It’s one thing for business leaders to talk a good game; it’s another thing altogether for them to actively seek out dissenting opinions and diverse opinions for the play, and sometimes, that’s what makes all the difference. We need leaders who can inspire, sure – but we need them to also accept a dose of reality when needed.