Anna BarnhillGuest
Cyndi WentlandHost
I was doing a conference a couple of weeks ago and the whole topic is how do leaders let go of the tendency to want to be right? They think like, that's my job, gotta be right, gotta know the information and have to, I've been rewarded for that, so I'm gonna keep doing that.

But as you're saying, like the need to be right and my tendency to do that also prevents me from looking at the current reality in an accurate way.

And you and I talked about like that pressure, right? The pressure on leaders to make decisions faster less certainly, less incomplete information.

And how do people lead in that environment? So what do you see happening there and what What do you believe leaders need to do? Because they want that certainty and they're not going to get it.

And I would say it goes back to really understanding your internal architecture.

Like what is actually driving your thinking right now? What is driving your decisions? And what do you actually do under pressure? Not what you believe is the right thing, right? That you know.

But what actually is happening in those moments when you feel stressed, when you feel overwhelmed, when you don't have an answer? And you'll start noticing, oh, well, actually, if I'm in the meeting and somebody is asking me a question, my team is watching, the board is watching.

So they will come up with the answer, even if it's not the right answer, just to project that confidence.

So for them, right, if they realize, oh, I grab for control, I provide answers that are not even true or accurate, or I just say yes to everything.

I was doing a conference a couple of weeks ago and the whole topic is how do leaders let go of the tendency to want to be right? They think like, that's my job, gotta be right, gotta know the information and have to, I've been rewarded for that, so I'm gonna keep doing that.

But as you're saying, like the need to be right and my tendency to do that also prevents me from looking at the current reality in an accurate way.

And you and I talked about like that pressure, right? The pressure on leaders to make decisions faster less certainly, less incomplete information.

And how do people lead in that environment? So what do you see happening there and what What do you believe leaders need to do? Because they want that certainty and they're not going to get it.

And I would say it goes back to really understanding your internal architecture.

Like what is actually driving your thinking right now? What is driving your decisions? And what do you actually do under pressure? Not what you believe is the right thing, right? That you know.

But what actually is happening in those moments when you feel stressed, when you feel overwhelmed, when you don't have an answer? And you'll start noticing, oh, well, actually, if I'm in the meeting and somebody is asking me a question, my team is watching, the board is watching.

So they will come up with the answer, even if it's not the right answer, just to project that confidence.

So for them, right, if they realize, oh, I grab for control, I provide answers that are not even true or accurate, or I just say yes to everything.
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