Online Reporter
Arthur Marara
Point Blank
In the murky, labyrinthine mangroves of Southeast Asia and Australia, a creature no larger than a human hand performs a feat that humbles even the most sophisticated engineers.
The archerfish (Toxotidae) is nature’s sharpshooter. With unerring precision, it downs insects from overhanging branches by spitting a powerful jet of water. But the archerfish does not simply aim at what it sees. It solves one of the most deceptive problems in physics: light refraction.
As light travels from air into water, it bends. To the fish submerged below, the insect on a branch appears to be in one location, but it’s true position is different.
If the archerfish aimed at the shimmering image on the water’s surface, it would miss every time. Instead, it instinctively calculates the angle of incidence and the distance, correcting for the illusion to strike the true target. This biological feat is more than a hunting strategy—it is a profound metaphor for leadership in a world filled with distorted perceptions, hidden agendas, and deceptive data.
Here are five profound lessons from the archerfish, each with a practical case study to show how they translate from the mangrove to the boardroom.
The Leadership Problem of Refraction
Every leader operates beneath the surface. From that submerged vantage point, the “targets” we pursue—market opportunities, organizational problems, strategic goals—are refracted through layers of bias, ego, incomplete information, and the distorted narratives that circulate within teams. What appears most visible is often an illusion. The loudest voice in the boardroom is rarely the voice of truth. The most popular opinion is often a comforting mirage. The surface-level problem that demands urgent attention may simply be a symptom of a deeper, hidden issue.
Great leaders recognise this refraction. They understand that their perspective is inherently distorted and that the most obvious target is rarely the real one. The archerfish does not trust its eyes alone; it calculates. Similarly, a leader must not trust first impressions, conventional wisdom, or the seductive clarity of a well-packaged report. Before taking the shot—before launching a new initiative, committing resources, or making a critical decision—the leader must verify the ground truth.
The Kodak Illusion: A Cautionary Tale
Few stories illustrate the cost of aiming at an illusion more tragically than that of Kodak. For decades, Kodak was the undisputed king of photography. Its leaders saw a world where film was the lifeblood of the industry. This was their perceived reality—the shimmering image on the water’s surface. They believed that customers would always want the physical prints, the chemical processing, the familiar model that had made them a household name.
But the ground truth—the true target beneath the refraction—was digital. And remarkably, Kodak had already seen it.
In 1975, a Kodak engineer named Steve Sasson invented the first digital camera. When he presented it to company executives, they asked a now-infamous question: “That’s cute, but when will it be ready for prime time?” The invention was shelved. Why? Because the leadership’s vision was refracted by their own massive success.
The “target” they saw—protecting their film monopoly—looked solid and profitable. They poured billions into defending a declining market, believing they were serving customer needs.
Meanwhile, competitors like Sony and Canon were not fooled by the illusion. They aimed at the true target: the digital future. By the time Kodak realised its mistake, it was too late. The company that had invented the very technology that would disrupt it filed for bankruptcy in 2012. Their vision had been clear, but it was aimed at a beautiful illusion.
Verifying Ground Truth: The Leader’s Discipline
So how does a leader cultivate the archerfish’s clarity? It begins with a discipline of verification. Before acting on a perceived target, we must ask: What is the true location of the problem? This requires three practices.
Separate perception from reality. Challenge the surface-level narrative. When faced with a “crisis,” ask: Is this the real issue or a symptom? When presented with a “can’t-miss opportunity,” ask: What assumptions are we making? The archerfish does not shoot at the insect it sees; it calculates the true position. Leaders must similarly calculate, using data, direct observation, and diverse perspectives to correct for refraction.
Seek disconfirming evidence. Human beings naturally seek information that confirms what they already believe. This confirmation bias is a powerful refracting force. To counter it, deliberately invite voices that challenge the prevailing view. Assign a “red team” to poke holes in your strategy. Ask the second and third questions: “What might we be missing?” and “What if the opposite is true?” The archerfish’s success depends on its ability to ignore the illusion; a leader’s success depends on the courage to confront uncomfortable truths.
Ground yourself in the unvarnished data. This means going to the source—visiting the front line, talking to customers directly, and looking at raw metrics before they are filtered through layers of interpretation. The most dangerous refractions are often the ones created by internal reporting structures that smooth over complexity to present a clean, reassuring picture. A leader must be willing to get their hands dirty with the messy reality beneath the surface.
Aiming with Precision
The archerfish’s lesson is not just about seeing clearly; it is about aiming with precision. In business and life, resources are finite. Every shot taken at an illusion is a shot wasted—a misallocation of capital, time, and human potential. When Kodak aimed at the film market, they were not just missing the digital target; they were actively destroying their own future.
Conversely, when a leader learns to navigate refraction, they gain the power to direct their resources at the true target. They move with confidence, not because they ignore complexity, but because they have learned to see through it.
In a world where data is abundant but clarity is scarce, the archerfish reminds us that the most important skill of leadership is the ability to distinguish the real from the reflected.
The question is not whether you will take a shot, but whether you will aim at an illusion—or at the truth that lies just beyond it.
Arthur Marara is a corporate law attorney, keynote speaker, peak performance, and corporate strategy speaker. With his delightful humour, raw energy, and wealth of life experiences, he captivates audiences and inspires them to unlock their full potential. He is also a leadership expert with extensive experience in leadership development and coaching. He is passionate about developing effective leaders and empowering individuals and organizations to achieve their full potential. Through his engaging talks and workshops, he imparts invaluable insights and practical strategies that empower individuals to lead with confidence and make a lasting impact. Arthur is the author of “Toys for Adults,” a thought-provoking book on entrepreneurship, and “No One is Coming,” a book that seeks to equip leaders to take charge. Send your feedback to bookings@arthurmararaattorneys.
com, visit his website www.arthurmarara.com, or contact him at +263772467255.
