Why Uncertainty Can Be a Leader’s Best Friend
I’ll never forget November of 1978. That’s when we all began to hear disturbing news from Jonestown in Guyana, South America. The Rev. Jim Jones, cult leader of The People’s Temple, murdered Congressman Leo Ryan, three fact-finding members of Ryan’s party and a member of the Jonestown cult. Knowing he’d be implicated in the murders, Jones coerced his congregation to commit mass suicide not long after.
The whole world wondered how so many people could be lured into such a tragic situation. Jim Jones convinced a congregation to drink Kool-Aid laced with poison and die. Jonestown became internationally infamous for this tragedy on November 18, 1978. Today, we still use the phrase “drink the Kool-Aid” when we talk about someone buying into an idea. While Jim Jones was not a good leader, he turned out to be an effective leader in one sense.
This man influenced people to follow his lead despite the great cost.
At his request, Jones’ people not only took their own lives but their children’s lives. It started with a young woman who calmly stepped forward to the vat of strawberry-flavored poison, administered one dose to her baby, one to herself and then sat down in a field where she and her child died in convulsions within four minutes. Others followed steadily in turn. Although a few escaped, 918 people did what their leader asked them to do in an orderly fashion.
So, how did Jim Jones influence these people?
He seized a deeply uncertain moment.
First, he offered clarity during uncertainty. When people are anxious or overwhelmed, they look for clear direction from a leader. They seek action steps to take in response to their uncertain situation. Psychologist Robert Cialdini calls this the principle of “social proof.” He reminds us that people generally look to the actions of others for guidance, especially when uncertain about a situation. In fact, Dr. Cialdini calls uncertainty the right-hand man to social proof. We are most vulnerable to needing cues from others when we feel uncertain. Although Jim Jones beckoned people to do the irrational, they were all too willing because he was so clear in his direction. The clarity felt good to them.
Second, he leveraged peer-suasion among the people. People who are uncertain believe they cannot do all the research necessary to make a good decision. They’re often flooding mentally. So, they look to others they trust for cues. While it seemed like an illogical step, people saw their peers, starting with that mom and her young child, stepping forward to do what their leader asked of them. Do you recall the Asch experiments? Psychologist Solomon Asch hypothesized that participants in his study would respond to group pressure to conform to an incorrect answer on a task when the incorrect answers were unanimous. He was right. When one person observed that everyone else thought the room was too warm, or the color of the object was maroon, not purple, that person allowed the majority to influence them. Cavett Robert reminds us, “Since 95 percent of people are imitators and only 5 percent are initiators, people are persuaded more by the actions of others than by any proof we can offer.” People fear they’ll pay a “dummy tax” when they choose alone, so they align with others who seem to know more than them.
❝A forceful leader can reasonably expect to persuade a sizeable proportion of group members. Then, the information that a substantial number of fellow group members has been convinced can, by itself, convince the rest. Thus, the most influential leaders are those who know how to arrange group conditions to allow the principle of social proof to work in their favor.❞— DR. ROBERT CIALDINI |
So, how do we leverage these truths for the good?
I recognize using Jim Jones as a model of leadership seems absurd. He led hundreds of people to a destructive outcome. The principles he leveraged, however, are ones we can use in a positive and productive way today. He used them to manipulate people; we can use them to motivate people. How can you utilize the uncertainty people feel right now to align them with a clarion call and accelerate progress? What clear direction could you offer to empower them to act? Remember, what you lack in certainty, you can make up for in clarity. Further, how can you leverage a critical mass of people on your team to nudge others to align and create momentum? A small minority can move the majority when they move in the same direction.
❝If everyone is moving forward together, then success takes care of itself.❞— HENRY FORD |