Damaging Effects of the Need to Be Right

As human beings, we possess a fundamental need to be right, to a certain degree. But what if this need is taken too far and causes more harm than good? Take Vivian, for example, who let her insecurities drive her behavior. Dismissing the input of her marketers after they dared to question her work on multiple occasions ultimately cost her not only some of her most crucial team members but also her executive position.

We strive to be seen as knowledgeable and competent, often associating our self-worth with our ability to make correct decisions. However, some individuals develop deep-rooted insecurities that drive them to prove themselves right at all costs. They believe that being right is the only way to gain acceptance or validation from others. Unfortunately, this need to be right can lead to negative behaviors that have long-lasting consequences, especially in leadership roles.

Leaders who cling to the need to be right often come across as arrogant and controlling, damaging their relationships with superiors, peers, subordinates, customers, and more. Here are some of the ways this behavior can manifest:

Refusing to listen to others

Leaders consumed by the need to be right struggle to genuinely listen to others' ideas and perspectives. They may interrupt, talk over others, or completely ignore dissenting opinions. Consequently, their team feels undervalued, and the potential for creativity and innovation is stifled.

Micromanaging

Leaders who feel the need to be right often struggle to delegate tasks, choosing to oversee every detail themselves. This approach frustrates and consumes valuable time for team members, eroding trust between the leader and their team as well as peers in cross-team collaborations.

Blaming others for mistakes

The focus on being right causes leaders to become less likely to take responsibility for mistakes. Instead, they shift blame onto others, eroding trust and fostering a culture of fear and defensiveness. They value being right over building relationships.

Resisting change

The need to be right makes leaders resistant to change, as they view new ideas or approaches as threats to their authority or expertise. This resistance leads to a lack of adaptability and hinders the ability to navigate changing circumstances effectively.

Constantly embroiled in conflict

People driven by the need to be right find it challenging to tolerate differing opinions. They are constantly on the offensive or defensive, engaging in arguments with anyone whose views don't align with their own. This continual state of anger and conflict makes it difficult to find happiness and peace of mind.

Considering the damaging effects, it is crucial for leaders to overcome this need to be right all the time. Here are some strategies:

Practice active listening

Leaders who want to be more inclusive and open-minded should prioritize active listening. This means genuinely paying attention to what others are saying, asking clarifying questions, and summarizing to show engagement in the conversation.

Encourage and empower others

Leaders should trust in their team's skills and abilities by delegating tasks and responsibilities. This approach builds trust, fosters teamwork, and encourages a sense of shared ownership.

Take responsibility for mistakes

Leaders should adopt a proactive approach to addressing mistakes, taking responsibility and working collaboratively with their team to develop solutions and prevent future errors. Stop finger-pointing!

Embrace change and innovation

Leaders must be open to new ideas and approaches, even if they challenge the status quo. Encouraging experimentation and risk-taking can lead to fresh insights and increased creativity in problem-solving.

Evaluate social skills and seek improvement

High intelligence can sometimes hinder social awareness. Recognize that social skills can be learned and honed through practice and seeking help. The need to be right can strain relationships, such as arguing over trivial matters that others don't care about. Developing social awareness allows leaders to discern when to engage in productive discussions and when to exercise restraint.

The need to be right can have detrimental effects on leaders if they fail to understand how their behavior is perceived by others. By practicing active listening, empowering team members, taking responsibility for mistakes, embracing change and innovation, and improving social awareness, leaders can build more collaborative and effective teams.

With active coaching, Vivian is well on her way to achieving her professional and personal goals.

I am offering a free discovery call to help you assess your needs and develop a plan that works for you. Let's work together to create a roadmap that will take your professional goals to new heights.

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