I once had a client turn down a proposed project manager due to perceptions. The manager had worked with the client previously and had familiarity with the environment – which was a selling point – but his role on previous projects had been more supportive than directive, and the client could not picture him operating in a lead role. To the client, it was as if the person stepping into the project manager role was the exact person that had ended the previous project a few years ago. There was no consideration of the experiences that had transpired in the meantime, the other projects that made the lead more valuable. Or the fact that developments happen outside the realm of our observation. It relates to Theory of Mind, as Timothy Wilson explains in Strangers to Ourselves:
Developing and maintaining a shared understanding is powerful. Clearly communicate what was discussed in the boardroom (or decided at the dinner table) to others needing to know. Escalate relevant information appropriately and timely. Consider advancements outside the walls of the company, and new knowledge that can be applied. Recognizing that others’ beliefs are different is a start.