From a young age, we’re taught that it’s extremely important to be right. We’re repeatedly graded on, and rewarded for, our ability to recall facts, defend our positions, and spot errors. Beyond school, being right reaffirms our sense of intelligence and self-worth at work. It’s a cornerstone of arguments where we have deeply held beliefs. After all, who doesn’t want to be seen as knowledgeable, competent, and infallible? However, what if I told you that the relentless pursuit of being right can actually hinder your ability to be a good leader?
Many leaders fall into the trap of believing that they must have all the answers and be right all the time. This need for validation often stems from a fear of appearing weak or incompetent. However, this quest to always be right can lead to several adverse consequences for both leaders and their teams.
When leaders consistently prioritize being right, they unintentionally stifle creativity and innovation within the organization by discouraging their teams from sharing their ideas and insights. Employees may fear that their suggestions will be dismissed or overshadowed by the leader’s need to assert their correctness. Leaders who prioritize being right also often instill a fear of failure in their teams. This leads to employees to avoiding risks, trying new approaches, or admitting mistakes. As a result, the organization stagnates, missing out on valuable opportunities for growth and improvement.
This kind of culture erodes trust and encourages a team to perceive their leader as arrogant or dismissive, which can then lead to a breakdown in collaboration and communication. Genuine teamwork becomes nearly impossible, especially if others follow the leader’s example and everyone is vying to be right. It’s even worse if the leader’s insecurity leads them to provide incorrect or misleading information. If they’re proven wrong, they have a tendency to blame others or gaslight them by changing their story after the fact and claiming they didn’t.
Lastly, leaders who constantly seek to be right may also struggle with decision-making. They may become indecisive, seeking perfection and absolute certainty before making choices. This hesitation can result in missed opportunities and slow progress, hindering the organization’s growth.
The need to be right may be a natural human inclination, but it’s crucial for leaders to recognize its potential to hinder their growth and that of their teams. Being a good leader isn’t about always being right; it’s about empowering others to do their best and collectively achieve impact. By letting go of the need to be right, embracing vulnerability, and fostering a culture of learning and collaboration, leaders can inspire their teams reap the business benefits.
Oceanwave Coaching 