Let’s face it—being right feels good. And, we’re rewarded for having the answers and making smart decisions—and for projecting confidence. But that superpower can become a trap. In a world of uncertainty, complexity, and rapid change, the need to be right undermines our ability to lead.

In her book Unlocking Leadership Mindtraps, Jennifer Garvey Berger explores the “rightness mindtrap.” Berger describes the phenomenon of instinctively clinging to certainty, even when reality is uncertain. Our brains are wired to crave clarity, so we default to what we know, doubling down on our ideas even when new evidence emerges. When this happens, we shut down learning, innovation, and collaboration—usually without realizing it.

We’ve witnessed—and experienced—such scenarios many times. Say you’re in a meeting and someone challenges your point. Instinct kicks in. You defend … explain … reframe … win! Many of us instinctively protect our viewpoints, not because we’re arrogant, but because our brains seek survival and safety—not adaptability.

What if we got curious instead?

Leadership today isn’t about having all the answers. It’s about creating space where answers can emerge. Leading in this way requires humility, curiosity, and a willingness to say, “I might be wrong” or “I don’t know.”

Consider an alternative: “Let’s explore this together.”

Loosening your grip on the need to be right doesn’t make you weaker. It makes you effective. The best leaders aren’t always right—they’re always learning.