Being right versus being open

There's an inherent desire to always have the right answers and solutions in our work. We might attach a great deal of our ego to being the subject matter expert, the go to person for answers. In addition, we might feel as though our role is to know exactly what to do in all situations. This drive can sometimes lead us to prioritize being right over being open. To me, there is a profound difference between being open and being right.

Often people at the beginning of their ADEPT Leadership® journey don’t see this distinction clearly and the impact on how they work with others. It’s usually about the third session, when they’ve done some heavy lifting in their personal development and self-awareness work, that the distinction becomes quite obvious. This is when real change occurs, and you see openness with their team become a priority over being the one with all the answers.

When we choose to be open, even when it's uncomfortable or when it reveals our own uncertainties and mistakes, we send a powerful message to our teams and colleagues. Openness shows that we are human and fallible, and that it's okay to admit when we don't have all the answers. This vulnerability fosters an environment of trust, where everyone feels safe to share their ideas, concerns, and feedback without fear of judgment or retribution.

Openness also cultivates a culture of continuous improvement. When we are open about our challenges and mistakes, we create opportunities for learning and growth. When our colleagues and team members know that they can rely on us to listen, they are more likely to trust us and to be open with us in return. This mutual trust lays the foundation for effective collaboration and problem-solving, leading to better outcomes for the entire organization.

While it's important to strive for accuracy and excellence, it's equally important to create an environment where openness is valued and where people feel safe to speak up and share their perspectives. I truly believe that by prioritizing openness over the need to always be right, we can build stronger, more resilient teams and foster a culture of trust and innovation.

Book recommendation: "Crucial Conversations: Tools for Talking When Stakes Are High" by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler has been a go-to recommendation and resource for me for years. It’s one thing to want to be open over needing to be right, but having the tools and ability to transform emotions and conflicts through effective communication is a crucial skill for leaders.

– Paul