As a tech leader, I’ve often found myself caught in the trap of needing to be right. It’s how many of us are wired—after all, in tech, precision matters. If I hear something that’s incorrect, my instinct is to jump in and correct it right away. It’s like spotting a bug in code—you don’t leave it there to cause issues, you fix it on the spot. But in leadership, this habit often backfires. Correcting someone, even with good intentions, can hurt trust, stifle creativity, and make others hesitant to speak up. The negative impact is even worse when you’re a senior leader. The higher up you are, the more weight your words carry. I’ve worked with my fair share of leaders like that, and they’re not the easiest to be around.
I’ve learned the hard way that the desire to be right can often get in the way of being effective. I learned that being a good leader is not about having all the answers or proving you’re the smartest person in the room. It’s about creating space for your team to think, grow, and contribute—even if that means letting a minor mistake slide. When we focus too much on proving ourselves, we risk missing the bigger picture: building strong relationships and fostering an environment where innovation thrives.
So, the real question is—do you want to be right, or do you want to be successful? I remind myself of this constantly. Leadership isn’t about fixing every flaw; it’s about guiding the team toward shared success. Sometimes, that means biting your tongue, letting the conversation flow, and trusting there’s a better moment to course-correct.
Next time you’re in a meeting and feel that urge to correct someone, pause for a moment. Ask yourself—is this correction truly necessary for the success of the conversation, or is it about satisfying my ego? Noticing that impulse is the first step toward becoming a more thoughtful and effective leader.
