Archive - November 2025

The knowing leader

The leader who appears to be absolutely right, and certain about their rightness, may be revered and celebrated. This view removes responsibility, space for initiative, and power from others in the team. It leaves no room for vulnerability, humility, being wrong or – importantly - learning. The leader who ‘knows’ they’re right inhibits psychological safety because the suggestion is that only the leader holds the truth. It’s diametrically opposed to a philosophy of curiosity, openness to possibilities and expansiveness of thinking. Not only are ‘being right’ and ‘knowing the right answer’ in relation to judgments and solutions in fact an illusion, but, very importantly, they don’t engage with the complexity that is the reality of every leader’s life. A more fruitful path is one of collaboratively enquiring and experimenting, shaping hypotheses, trying out and learning, then enquiring and experimenting again. A willingness to accept, the preparedness to be humble, the readiness to not know, and an openness to acknowledging collective intelligence enable fertile thinking, an expansion of possibilities, adaptability, and greater likelihood of enabling flourishing.