Fear of Being Wrong as a Leader

“I used to feel responsible for coming up with the answer but realised that neither I nor anyone else has it.”

This admission from one of our executive clients says something about modern successful leadership.

The most effective and successful leaders are not those who project certainty.

They’re the ones who’ve overcome their fear of being wrong.

Successful leaders and executives actively seek disagreement.

They build ‘critical circles’: colleagues who are courageous enough to say “you think that, and you are wrong.”

It’s uncomfortable — but it works.

When leaders acknowledge what they don’t know…

• Buy-in increases.

• More options emerge.

• Teams stop managing up and start contributing real solutions.

Another executive client explained:

“I have worked on myself to ignore the sense of failure if we don’t succeed as a business. I won’t feel diminished as a person or professional.”

This mindset shift changed everything for them and their organisation.

The pattern is clear in our client work

Acknowledging limits strengthens your organisation’s ability to navigate uncertainty.

“Be courageous and recognise early on when it isn’t working,” one client advised.

“Be flexible, listen and check whether others are with you on the journey.”

The paradox?

Leaders willing to be wrong build stronger organisations than those insisting they’re right.

How willing are you to acknowledge your mistakes?

Who in your circle can challenge your thinking without fear of punishment?

This article was originally posted here