I keep hearing versions of the following claim:
“More has changed in the last 12 months than in the previous 10 years.”
As a general statement, this is almost certainly not true. But it is very easy to believe.
Why this feels true
Part of the reason lies in how our brains work.
The Availability Heuristic means we judge the state of the world by what is most visible and vivid. Today, we are surrounded by constant exposure to news and social media, driven by novelty and stimulation. We are in a continuous stream of what’s new, what’s urgent and what’s changing.
Recency Bias means we overweight what has just happened and assume it is representative of a longer-term shift. What we have seen in the last few months starts to feel like the new normal.
Confirmation Bias then reinforces this further. Once we start to believe that the world is becoming more unstable, we selectively notice everything that supports that view, and pay less attention to anything that contradicts it.
Layer onto that the steady drumbeat of catastrophe narratives:
• ”the environment is collapsing”
• ”one minute to midnight”
• ”doomsday clock at 85 seconds”
It becomes hard to escape the sense that things are spiralling out of control and that we are somehow both responsible and running out of time.
Put together, these biases create a very convincing story. Not necessarily because it is demonstrably true, but because it is constantly reinforced. And we live by stories.
How organisations and markets reinforce the story
There is a second factor.
How organisations and markets reinforce the story.
Leadership teams talk about ‘unprecedented change’ to create urgency. Consultants are brought in to identify problems and drive transformation, so the narrative naturally leans towards disruption. “Change”, as every politician knows, is a powerful selling tool, even when the details of what is changing and why remain unclear.
Put all of that together and you find yourself in a reinforcing loop.
The world doesn’t just feel like it’s changing faster. We are collectively amplifying that perception.
The practical question for leaders
So, the practical question for leaders is not just what is changing, but what are the real signals and what is just amplification. What do you actually do with all of this as a leader?
A useful way to re-anchor the conversation is through a few simple questions:
• What has actually changed in your environment that affects your business in the next three to six months?
• What are you reacting to that is noise rather than something you can influence?
• What remains true about your business, your customers and how you deliver value?
• Given that, what is genuinely within your control right now?
• What are the two or three things that, if executed well, will move you forward regardless of external uncertainty?
This shifts the conversation from anxiety about the world in general to clarity about specific actions. And that is usually where both individuals and the teams they are leading become more effective.
The differentiator
In a world driven by constant stimulation, the advantage increasingly goes to those who can step back, slow down and think more deliberately.
The key differentiator is no longer access to information, but the ability to decide what to ignore.
Graham Heddle is an Executive Coach at TPA, bringing over 30 years of international experience across banking, private equity and leadership advisory. His background spans sectors including retail, consumer goods, technology and business services, with experience at Barclays and as a Partner at Primary Capital. Having worked with senior leaders, boards and management teams across the UK, Europe and North America, Graham brings deep commercial insight and first-hand experience of helping organisations.
To receive more expert articles from our coaches on a monthly basis you can register to TPA’s Leadership Digest here
