Francis Wade | Bad news travels fast. Good news needs a strategy

Recently, it became apparent that two aspects of life in Jamaica have improved. Unfortunately, they didn’t make headlines or gain much applause. Why does good news slip by us? And what can thoughtful leaders learn from this blind spot?

Consider: positive news does not make for catchy news stories.

On a trip to Trinidad, my first in almost a decade, I was surprised to see how well the country was doing. Upon reflection, I realised I had been poorly influenced by the country’s newspapers. Their dramatic, click-bait subject lines had painted a false picture of total struggle.

So would anyone who simply skimmed recent front pages.

But is this different from what we are seeing in Jamaica? For example, in the past decade, two major indicators have improved. One, the fall in our debt-to-GDP ratio from 144 per cent to 62 per cent has been hailed by foreigners like the World Bank and International Monetary Fund as a miracle. The other, a current 35 per cent decrease in our homicide rate, is more acutely felt locally.

But neither accomplishment seems to have moved the needle of public perception. In fact, many still talk about things getting worse every day. Why is that? And what can you, a leader in your organisation, learn from this tendency?

There is a bad news bias in all media

Something about human nature tends to capture our attention most when news is bad and occurs suddenly.

On the contrary, good news tends to evolve imperceptibly. Sure, a Jamaican sprinting world record turns heads – but such triumphs are rare, flashy exceptions. Most positive news arrives slowly, silently. Most things we talk about daily are the rude, unwelcome surprises.

The same applies to corporate life.

Perhaps you have noticed that your company’s rumour mill spreads stories of malfeasance, disloyalty and other problems in minutes. Consequently, cynical points of view are constantly being fed. Over time, staff come to develop a warped perspective.

As a leader, you may take this personally.

In spite of your best effort to emphasise the positive, people think you are defending your ego. Or lying.

Fortunately, this does little to change the underlying facts. To make progress stick in people’s minds, you must frame it within a fresh, compelling context.

Here’s one way.

Using today’s drama

To the surprise of most, in 2025, we have entered an age in which extraordinary events are occurring each day. Courtesy of the US Federal Government, the world’s citizens have been cast into an international soap opera. Daily it serves up a fresh distraction.

How can this energy be harnessed?

Consider the case of Apple CEO Tim Cook. He has made this one of his challenges. According to the Wall Street Journal, he often mentions his “long arc of time” mantra when facing pressing issues. This has given the company a tremendous edge compared to the fix-it-and-ship-it mindset of other tech companies.

Recently, Apple earned a possibly temporary exemption from ruinous tariffs. While they may not last, they show that it’s possible to stay focused on a greater context than the daily drama. In fact, it acts as a reminder that there is a larger war to be won, which is bigger than the day’s battle.

For example, imagine owning a T-shirt company. Most companies dread the chaos of election season. But a forward-thinking clothing business might see it as prime time—an opportunity to produce custom campaign merchandise and ride the electoral wave.

As such, if your organisation is adept at long-term thinking it would implement unique strategies others can’t. They are too busy complaining.

Galloping ahead

The late Brazilian race car driver, Ayrton Senna, was an expert in racing in wet conditions. Others complained, but he saw the opportunity. By preparing for the eventuality in specific ways, he gained an advantage. As such, he welcomed a disruption many bemoaned.

This could be true for your organisation.

What would it be like to welcome disruptions, even if tariff driven, knowing that they offer you a chance to excel? From this perspective, it’s merely a kind of rocket fuel. Good or bad? Better or worse? For you, it just is.

With a combined 15-30-year vision and plan, you can reframe both slow-burning wins and sudden shocks as part of a larger story. But that’s not enough.

You would also have to communicate with your staff continuously, sharing with them a longer view of things which is balanced. This won’t come from the newspapers. Or social media. Or their co-workers.

Breakdowns are inevitable. But when your team sees them through the lens of a long-term vision, they become fuel for breakthroughs – not fire alarms.

Francis Wade is a management consultant and author of Perfect Time-Based Productivity. To search past columns on productivity, strategy and business processes, or give feedback, email: columns@fwconsulting.com