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Coaching Leadership

Being Wrong

Count the number of times that you admit to getting it wrong. Pull out a piece of paper and make a tally of every time you say “I’m wrong”. Half marks if you think it but just say it, bonus points for putting it out there in a conversation where you are the leader in the room.

If you are regularly hitting zero, then you’ve not got the right balance for learning fast. You aren’t pushing enough, you’re stuck in the comfort zone and you aren’t making much progress. It’s also important to check in here with how honest you are being. Reflect fully on the past and make sure that hubris is not setting you up for a fall. Retelling the story to make you right from day 1 is not going to support your desire for growth.

If you are just thinking it, then you need to make some more space to fail. You’ve got into the space of learning, and assuming you are changing your behaviour or actions then it’s a good start. To make it great, you need to build the safety in the group to willing to admit to being wrong. That’ll speed up the learning journey for all of you, building more momentum for change.

The bonus points for doing it in a leadership context come because you are setting the example for behaviours you want to see. If you want people to innovate, to take risks and to learn, then you need to show that with your actions. Own it when it goes wrong, show people how you are changing and be a role model for that behaviour. Remember, as the leader in the room, you are always being closely studied for signs of how to be successful.

Finally, if you are always admitting to being wrong, dial it back a bit. There’s certainly a balance to be found here, where “always” is as bad as “never”. Try highlighting 4-5 positive things for each negative, and make sure that hitting one small mistake doesn’t turn an overall success into something you were totally wrong about.

If you’re never wrong, you aren’t learning.

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