Thought Leaders – An Unused Pond Stinks
Occasionally, I’m asked if I consider myself to be a thought leader. Some ask how I became a thought leader.
Recently, I was asked where the courage to be a thought leader comes from. I remembered a campfire.
Contradiction:
I stared into the campfire while my former boss asked if I was worried that I might contradict something I had previously written. He said that he would.
It seemed an odd question. Without thinking, I blurted, “I hope I contradict myself.”
Overhead, the Milky Way didn’t flinch.
Divots:
Do I think of myself as a thought leader? Don’t be ridiculous.
I’m thankful to have something to offer, but anyone who sets out to be a thought leader is a divot. Edward De Bono was right, “Those who think they know, don’t.”
If anyone thinks I’m a thought leader, that’s their thought, not mine.
It’s a privilege and responsibility to be sought out for advice, coaching, or presentations. But those privileges never occurred to me when I started writing.
Self-limiting need:
The courage to be considered a ‘thought leader’ has little to do with thinking right thoughts and everything to do with willingness to be wrong.
It doesn’t take courage to be wrong, just willingness.
My former boss revealed a self-limiting need many leaders feel – the need to be right. But if you already know, you can’t learn. If you can’t learn, you don’t grow.
What doesn’t grow decays.
I’ve talked with stagnant people. Like job candidates, their only mistakes are caring too much and working too hard.
An unused pond stinks.
Earn respect for your thoughts:
- Be wrong with forward-facing optimism.
- Tell people what you’re learning. On many days that’s all I do.
Amy Edmondson on the power of being wrong. (Check out my Santa beard!)
Mike Howard, the former Chief Security Officer of Microsoft, “I didn’t want to look stupid.”
Reflection:
What’s behind our need to be right?
How might leaders be wrong in a leaderly way?
Hmm, the Milky Way might not flinch if I’m wrong and it costs my organisation a quarter of a million quid, but my boss will, and so will the CFO and the owner! I’d say how much courage it needs to be wrong depends on the cost.
Thanks Mitch. Being wrong with ideas can be even more devastating than making a mistake in business. I’m not sure what to do with that.
appreciate this “thought-ful” post! 🙂 I just started reading “think again” by Adam Grant and it talks about this very thing…re-thinking something bc you were wrong as a sign you are learning…some, he wrote, even seem glad they’re wrong…only 3 chapters in, but…interesting! Thanks again, I enjoy your posts!
Thanks Mike. Adam’s book is helpful and interesting to read. I’m glad you mention it here.
“I was wrong.” Three big words which can propel new ideas, prospects, and ventures. All without having to leave the house. Certainly appreciate your post. As a father of seven (six boys and one girl), we have the conversation about “a willingness to be wrong is a HUGE step toward being right” many times per week.
Congratulations Dennis on being the father of 7. You have lots of opportunities to learn and to teach. 🙂
I was wrong must be just below I love you in order of importance.
I have always thought that it just as important -if not more so- for me to realize when I was wrong than to realize when I was right. Sometimes the consequences of being wrong are big, and immediate. On the other hand, being wrong can often mean a slow but consistent deviation from the right path that leads us increasingly into the metaphorical wilderness. When you find yourself there, it can be a long way back! Learning is often not for the faint of heart!
I have always tried to listen carefully to the “loyal opposition:” those who might not agree with me, but whom I trusted to have the best interests of the organization at heart. A leader ignores these voices at his or her peril.
Concerning “thinking,” about twenty years ago I was privileged to attend a de Bono “Thinking Course” presented by a local university’s School of Business. This included the well-known “six hats” exercise that is likely considered quant by today’s standards. Things I learned in that course have stuck with me, and I have never “thought about thinking” in the same way. I integrated some of that into my own training programs and I recommend de Bono’s books highly.
Thanks Jim. Learning can be painful…especially for those of us who are slow to notice or admit our mistakes.
This is my first exposure to “loyal opposition.” Love the expression. We go astray when we spend too much time trying to win over the disloyal opposition.
Please explain a person who is a “divot”. That’s a new one for me.
Thanks. LP
https://www.vocabulary.com/dictionary/divot
“What doesn’t grow decays.” “Be wrong with forward-facing optimism.” Two choices that one can make each day. Grow forward in optimism. I continually ask why it seems most are just too “lazy” to grow and too “fearful” to be optimistic. And then I see and hear each day what government and media present to us all and those presentations do not give “hope” and work against any forward optimistic growth. It’s sad that a large majority get influenced in that way.
Thanks Roger. Learning, growth, and optimism are greatly impacted by the people we hang around and/or listen to. I suppose some of us are naturally less optimistic than others. But in either case, it’s worthwhile to fuel a little optimism.
I understand the golf term. How does that relate to a person?
What’s behind our need to be right? The understanding when we are wrong some people beat you down in the “Loser” sense. Realistic people know humans make mistakes the key is in our knowledge base. If the subject is outside your wheelhouse so to speak, make it known what you see is not necessarily from a perfection view, yet an educated view. “I know this, really don’t know that aspect of it”, I would need to research more.
How might leaders be wrong in a leaderly way? Letting those who follow that we/I committed a mistake and this is how we/I, intend to fix it if you will follow me. The error was based on misinformation on my part and after researching found the mistake and can fix it. Or if they say I need your help! What are your thoughts to right the wrong? Those who follow may be eager to assist if we are upfront with them. I believe we refer to this as “owning it”, such a rough climb.
The idea of being wrong or even âallowing yourselfâ to be wrong is really the laying down of ego isnât it? I think so often our egos drive our perceived needs and we begin to seek validation, avoidance of vulnerability or failure. Once we learn to tame the ego, so much more opportunity awaits. This was a good post â I enjoyed the read.
The question was asked “What’s behind our need to be right?” I read the blog post on 04/08 which was posted the day after this post and it goes along with answering the question. The post on 04/08 states 3 reasons why leaders do not seek input and the first reason is inflated egos. Inflated egos are also a reason why leaders must have a need to right. A leader’s ergo can be so inflated that they can’t possibly be wrong and must always be right. Another reason behind the need for a leader to be right is that they do not want to appear to be weak. A leader that is wrong and makes a wrong choice can be viewed a weak leader and lose respect amount individuals in the organization. Leaders are going to make wrong decisions which will have negative consequences, but a leader must acknowledge the mistake(s), accept the consequences, and move on.