WHY EXCEPTIONAL LEADERS CHOOSE EFFECTIVENESS OVER CORRECTNESS
"The true measure of a leader lies not in being right, but in being effective." - Peter Drucker
Caroline was an accomplished HR Director with an impressive track record. Her thorough research and meticulous attention to detail had earned her rapid promotions. Yet when she received feedback from her peers, she was stunned to discover they viewed her as "cold-hearted" and condescending.
Her relentless pursuit of being right - backed by exhaustive research and airtight arguments - was undermining her effectiveness as a leader. Her team felt diminished rather than empowered. Her quest for perfection was creating a culture of fear rather than innovation.
Caroline faced a pivotal question that all leaders must eventually confront: Would you rather be right, or would you rather be effective?

The Trap of "Being Right"
Many leaders fall into this trap. Our past success often comes from being the expert, having the answers, and making correct decisions. These "default success strategies" serve us well in individual contributor roles but can become limitations as we advance into leadership.
The drive to be right usually stems from deeper fears - fear of looking incompetent, fear of being "found out," fear of losing control. Our inner Critic convinces us that being right equals being safe. But this unconscious drive for self-protection often comes at the cost of organizational effectiveness.
The Hidden Costs
When leaders prioritize being right over being effective, the impacts ripple throughout the organization:
Innovation Suffocates: Team members learn to wait for the leader's "right" answer rather than offering creative solutions. The fear of being wrong kills initiative.
Trust Erodes: The constant need to prove correctness creates defensive relationships. Team members feel judged rather than supported.
Engagement Plummets: People disengage when they feel their ideas and perspectives aren't valued. They do the minimum required rather than bringing their full potential.
Learning Stagnates: A culture focused on being right leaves little room for experimentation and learning from failure. Growth requires the courage to try new approaches.
Choosing Effectiveness Over Correctness
The shift from prioritizing being right to focusing on effectiveness requires conscious choice. It means moving from fear-based decisions to purpose-driven leadership.
This transformation starts with a fundamental question: What outcome am I trying to achieve?
When Caroline began asking this question, everything changed. Her purpose wasn't to prove her expertise - it was to help develop her team members and create an environment where they could thrive. This shift in focus transformed how she approached her role.
Making the Shift
Here are practical steps to make this transformation:
Notice Your Default Response - When challenged or faced with different perspectives, pause. Notice your instinctive drive to prove you're right. This awareness creates space to choose a different response.
Focus on Outcomes - Ask "What result are we trying to achieve?" rather than "Who's right?" This reframes discussions from personal correctness to collective effectiveness.
Create Space for Multiple Perspectives - Actively seek different viewpoints. The best solutions often emerge from combining diverse perspectives rather than choosing between them.
Build Trust Through Vulnerability - Acknowledge when you don't have all the answers. Share what you're learning. This creates psychological safety for others to contribute their best thinking.
Measure What Matters - Create feedback loops focused on outcomes rather than personal correctness. Celebrate effective solutions regardless of their source.
The Power of Transformation
Caroline's story has a compelling ending. Once she shifted from proving her correctness to focusing on effectiveness, everything changed. Her relationships improved. Her team became more innovative and engaged. She rose from HR Director to CFO and eventually became CEO of a 1,000-person healthcare organization.
The choice between being right and being effective presents itself daily in small moments. Each time we choose effectiveness over correctness, we build trust, engagement, and organizational capability.
The question isn't whether you're capable of being right - you've likely proven that many times. The real question is: Are you willing to set aside being right to become truly effective?
Your team is waiting for your answer.