2–3 min read
Many leaders are promoted because of their expertise.
They see risks others miss.
They ask difficult questions.
They challenge assumptions.
They care deeply about making good decisions.
These qualities are valuable.
In many situations, they are essential.
The challenge is that expertise can sometimes create an unintended trap.
Over time, leaders can become increasingly attached to being right.
Not because of ego.
Because they care about the outcome.
They see a problem.
They believe they have the right answer.
They feel a responsibility to speak up.
The intention is often positive.
Yet influence depends on more than being correct.
It also depends on whether others feel heard, respected, and included in the conversation.
When leaders become too attached to their position, curiosity often begins to shrink.
Questions become arguments.
Discussion becomes persuasion.
The goal subtly shifts from understanding to convincing.
Others may begin to feel that their perspective is no longer welcome.
Ironically, the leader may still be right.
But their ability to influence begins to decline.
This is one reason some highly capable leaders struggle to gain support for ideas that genuinely have merit.
The issue is not the quality of the idea.
It is the way others experience the conversation.
Strong leaders understand that influence and correctness are not the same thing.
They know when to advocate for a position.
They also know when to step back and become curious.
Curiosity does not weaken expertise.
It strengthens it.
By remaining open to perspectives they may not have considered, leaders often improve both the quality of their decisions and the level of commitment around them.
Sometimes the question is not:
Am I right?
It is:
What might I be missing?