It never occurs to many of us if we "like" thought leader Peter Thiel. Our attention and emotional energy are focused on the value he creates through his analysis of the present and speculation about the future.
Increasingly, we are getting it that it's irrelevant if we like Hillary Clinton. The issue has become what can she accomplish for us in the White House that her competitors can't.
In pitching for jobs and new business for our enterprises, intuitively we understand that those reviewing the applications are looking for the professional who can deliver the most, the cheapest. Hold the personality.
Yet, it was not so long ago that influentials such as journalist Hedrick Smith hammered that likability is a key source of power. And, before that, those overseeing our personal essays for college admission emphasized that we present the persona of "well liked."
Why this seismic shift in what matters most in professional success? The answer is obvious: Results are needed, urgently, efficiently and affordably. We have to be around those who can produce those outcomes.
Bluntly put, our networks are filled with likable folks. So? Unless they can cough up what is useful to us in making a living we can't invest the time nurturing those relationships. We won't attend their talks at the local Chamber of Commerce. We won't read their most recent book. We won't be among their Twitter enthusiasts.
Consequently, they cannot pay the basic price of entry to become thought leaders. That's having a following.