You’re Not Always Right

One of the top two or three characteristics of great leaders is excellent judgment. Their decisions are right far more often than they are wrong. Those decisions produce favorable outcomes for their organizations and their people. Not only are they right far more than they are wrong, almost all of their biggest decisions, the crucial ones, are spot on.

 

Almost.

 

No one can be right all the time. 

 

I love confidence in a leader so long as that confidence is tempered with an understanding that being right often and being right always are not the same thing. I’m guessing a little bit here because I’ve never been right so often that I’ve become overconfident in my judgment. But I’ve seen several instances where a leader has been right so often that they apparently forget what it was like to be wrong. 

 

That leads some to believe they can no longer be wrong. That’s an extraordinarily dangerous way of thinking. 

 

As a leader it is imperative that you never forget what it feels like to be wrong. When you lose that feeling it can lead to sloppy decision making. You no longer take the time required to gather the facts necessary to make good decisions. You can begin to assume too many things. You fall into the often fatal trap of thinking that your future is merely an extension of your recent past. You conclude that because “all” of your past decisions were correct that all your decisions are and will continue to be correct. 

 

You stop listening to the people who helped you make those good decisions in the past and decide to be your own counsel. That decision often leads to more wrong decisions but by this time you’re on your own. You have no one left to tell you how wrong you are. That downward spiral is difficult to stop. The good news is that it’s not impossible to stop. You must push yourself back to the basics of sound decision making and never leave that foundation again. No matter how many great decisions you make. 

 

The best leaders are confident and bold in their decision making but never to the point of assuming that they can’t be wrong. They know that they can be as wrong as anyone else. They put great effort into doing every bit of the due diligence required to supply their excellent judgment with the facts required to make great decisions. 


As it turns out one of the best ways to be sure you’re right is to at least consider the possibility that you could be wrong. Decide that you too can be wrong about most anything and you’ll be on your way to being right a whole lot more often. 

5 Cents

It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so. – Mark Twain

Nobody can be right all the time but the best leaders are indeed right far more often than not. They are right more often than not because they best leaders have good judgment. The simple definition of judgment is: an opinion or decision that is based on careful thought or the act or process of forming an opinion or making a decision after careful thought.

Both of those definitions have the term “careful thought” in common. A decision based on careless thought is rarely a good decision and never as good of a decision as it could have been. 

A ball and a bat together cost $1.10. The bat costs $1.00 more than the ball. How much does the ball cost? 

Research says that 79% of the people who just answered that question instinctively, without careful thought answered that question wrong. 

Great leaders think and they think carefully before making a decision. They consider the consequences of their decision and the consequences of those consequences. Like a chess master they think several steps ahead of most people.

Great leaders think bigger.

Most importantly they know what they don’t know. They don’t assume much if anything. They verify their facts, they have people who they can bounce ideas off of, they count on those people to tell them the truth, not just what they want to hear.

The best leaders know that they can find out about the things they don’t know. They also know that their real problems come from “knowing” things that just aren’t true.

I think most people actually have the potential to have good judgment, they appear to lack good judgment because their decisions are instinctive rather than informed. They sometimes seem to think that a quick decision is better than a delayed decision. Great leaders know that a delayed right decision will beat a quick wrong decision every single time. Every single time.

I know I’m likely to get hundreds of tweets and responses saying I should go back to school and study math because they believe the answer to my earlier question is indeed 10 cents. 

I thought about telling you why 10 cents is wrong but I’m not going to. Instead I’ll tell you this, if you’re willing to pay attention, really pay attention, then all the information you need to make good decisions and show good judgment is readily available to you. 

You only need to pay real attention, you must linger on the words on the person you’re speaking with until you truly understand what they mean. You must read every word in a sentence because words matter, if you don’t your brain will play tricks on you and make you think that $1.05 is really $1.00. 

Your judgment improves when you think bigger, listen intently and observe with both your eyes and your mind wide open. You have good judgement, the question is will you develop the skills you need to make use of it. 

When you do, you’ll know without a doubt that the ball costs a mere 5 cents.