Page 99 - Fearless Leadership

86 FEARLESS LEADERSHIP

Example: I have a judgment that “I can’t trust Joe.” My evidence is that
he does not follow through on what he promises, he talks behind my
back, and others tell me that he makes negative comments about me.
The story I have made up is that Joe is politically motivated, has a strong
personal agenda, and doesn’t care who he tramples in the process.

Which Is Your Greater Commitment: Needing to Be Right or Being
Effective?
1. Where are you holding onto the need to be right in spite of
undesirable consequences?
2. What price are you paying?
3. How are you avoiding being accountable?
4. What is stopping you from letting go of your need to be right and
refocusing your attention on how you can be more effective?
5. What would you have to give up in order to let go of your need
to be right?
6. What would you gain by expanding your thinking, investigating
other viewpoints, and listening fully to others?

LEADERSHIP ACTION

Check Your Ego at the Door, and Examine How Your
Need to Be Right Impacts Working Relationships
and Business Results

Your need to be right will not disappear; it is an instinctive response. But
you can begin recognizing when it surfaces, take accountability for your
impact, and choose a more productive response. To raise your level of
awareness about how your need to be right derails problem solving, pre-
vents contributions from others, and limits collaboration, ask the follow-
ing questions of a coworker or your team. Resist the temptation to drive
your agenda and control the discussion, and listen to the answers without
defending, explaining, or justifying.
1. Do I attempt to solve problems prematurely instead of fully lis-
tening to you? How does this impact our working relationship
and business results?