One of the challenges of leadership is recognising that people do not always respond positively to uncomfortable truths. We like to think that if we present the facts clearly enough, others will immediately embrace them. In reality, human beings are influenced not only by evidence, but also by identity, emotion, belonging, and deeply held beliefs. When an idea challenges how people see themselves or the world around them, resistance is often a natural response. This is not necessarily because people are irrational, I think it is because change can feel threatening.
As leaders, coaches, and change agents, this creates an important responsibility. The goal is to communicate it in a way that people can hear and not simply to tell the truth as influence rarely comes from proving that we are right. It will more likely come from understanding where people are, respecting their perspective, and helping them see new possibilities for themselves. Truth matters, empathy matters too, and the most effective leaders understand that lasting change requires both.
Overcoming setbacks
I think it’s a good idea to create an evidence journal. Write down the moments when you faced something difficult and came out on the other side. The human brain has a natural negativity bias. It tends to remember situations where things did not go well more vividly than moments of success, and under stress, this bias is amplified. The stress response narrows focus, increases self-doubt, and can trigger thoughts of inadequacy, overwhelm, or performance choking.
An evidence journal helps counter this pattern by reminding the brain of facts rather than feelings. It creates a tangible record of resilience, competence, and progress. And this wiring is human, not gendered. Our brains respond to stress in similar ways, regardless of gender differences.
““The best way to control the cattle is to give them a big pasture.””
E is for evidence
What happens when you take time to appreciate and be thankful for those who have contributed to the abundance in your organisations?
I think that if you create an evidence-based mindset by using empirical evidence and value-based metrics. According to my dictionary the word evidence means ‘one or more reasons for believing that something is or is not true.’ So, to answer your question, perhaps it would be a good idea to include non-digital metrics and those measuring the strength and health of the organisation as well as short term data sets.