As children, we discover that being wrong and getting in trouble are painful experiences. Mistakes reflect on us personally: rather than taking them in stride, we let them balloon into pronouncements on our intelligence and character. Sadly, we learn that the blame game is an effective way to deflect criticism. We grow up practising how not to be wrong.
Being right, by contrast, validates our egos and our opinions. We believe being right causes our co‑workers, family members and even complete strangers to look up to us. Being right makes us look good and feel good.
We would argue that our insistence on being right does not serve us well, and especially does not serve CEOs and executives who want to grow their businesses and grow as leaders. We need to challenge the cultural bias against taking blame and learn to acknowledge when we are wrong, in the interests of self‑improvement.
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IN OUR LATEST NEWSLETTER
– our July White Paper compares the various modes of entry to a foreign market
“Achieving a 30% profit increase by changing perception”
– this month’s case study tells how we boosted a client’s turnover
“A leader’s guide to being wrong”
– our July Snapshot challenges the cultural bias against taking blame
“Leading vs managing”
– our featured video explores the differences
“Disasters can open the door for innovation”
– guest author Paul Sloane on failures that have created opportunities