"Get It Right, Don't Be Right": Emphasizing Solutions Over Ego

In Leadership, The right answer > being right

On a recent flight, I watched a new Netflix documentary about WWII, and the horrors of a war that threatened to end the world as we know it. Aside from the obvious pain, the hubris of the Axis Powers was clear throughout. And so was the first principle of the Transformation Flywheel I had shared about recently - Get it right, don't be right.

This initial phase of the Transformation Flywheel challenges the ingrained human tendency to prioritize being right over finding the best solution. This principle is critical across various aspects of life, from business leadership to personal relationships, and in guiding our own behavior and capacity to change.

Being Right is something that comes naturally

It would be impossible to count the number of times that, in working with a client, I have had to subtly (or even explicitly) guide them toward being more open to outside perspectives. Initially, a manager or CEO may come to me to find out how to "get his team to fall in line." Or a husband and wife may find themselves in my office urging me to get their partner to finally acknowledge their viewpoint. These approaches can created long division and make it difficult for progress to be made. Understanding that the solution may lie outside of us is often a crucial starting move. Oftentimes, this single and seemingly simple shift is enough to make any transformation effort more effective and efficient.

The reason is simple - there is likely a better answer for most everything than the one you currently have. No matter how smart you are, how informed, and how aware, odds are there is a better way to do a whole slew of things that you're currently engaged in. There's a better:

1. way to lead your team through challenges.
2. diet out there for you (or at least a more refined one).
3. go to market plan for launching a new service line.
4. way to make your marriage the best that it can be.

When it comes to improving your relationships, your leadership and even your own daily activities, becoming open to better solutions that are not dependent on your resources alone opens up a world of possibilities.

In life, real leadership doesn't mean being strongheaded, it means being able to stay open minded and make wise choices.

Historical Lesson: A Cautionary Tale from WWII

WWII Germany serves as a profound example of the detrimental effects of prioritizing ego over sound solutions. In a desperate attempt to regain national pride and power following the defeat in WWI, Germany, under Hitler’s regime, adopted an ego-driven narrative of racial superiority. This narrative, while initially boosting morale and economic activity, was fundamentally flawed and destructive. It led to catastrophic consequences, not just for the world, but for Germany itself, resulting in immense loss of life, a greater defeat, and lasting shame. This historical instance demonstrates the peril of prioritizing being right over seeking right answers. As detailed in the Netflix documentary series, many of the Germans who lived through WWII report buying into the narrative that Germany was on the right side of history. But in worrying more about being right the Germans missed an opportunity to get a truly good answer to their plight and need. The result was a bloody war, millions of lives lost, and an even greater defeat than previously experienced for Germans. And now they were further saddled with generational shame. It is clear, I believe, that there could have been an endless number of better answers that would have helped Germany's economy and self-image without causing so much destruction.

But is that miscalculation really all that different than a weak leader working to enforce his will on his people, believing that he must force his solutions down the line in order to prove his worth? Or how about a married couple, resorting to spending their evenings separately because their ongoing disagreements make the evenings unpleasant? Both of these solutions also center on individuals protecting their ego rather than truly working to discover a viable and successful solution.

Relevance in Modern Transformation

In organizational transformation, the same principle applies. Leaders and teams must resist the urge to validate their existing beliefs or strategies, especially in the face of change. Instead, they should cultivate an environment where diverse ideas are valued, and the best solution - not the one that serves individual egos - is sought. This approach ensures that the organization is adaptable, innovative, and genuinely responsive to the challenges it faces.

So, let's review what it means to implement this principle and put the goal of the right answer ahead of being right.

Implementation of the Get It Right, Don't Be Right principle

To truly put this principle into practice, organizations and individuals need to foster a culture of open-mindedness and humility. This involves the following 5 elements (in no particular order):

1. Encouraging diverse perspectives and ideas.
2. Recruiting answers from areas outside our immediate expertise.
3. Valuing collective success over individual recognition.
4. Being willing to admit mistakes and learn from them.
5. Emphasizing collaboration and inclusive decision-making.

Let's dive more deeply into each of these.

1. Encouraging Diverse Perspectives

To truly get it right, an organization must embrace diversity in thought. This means actively seeking out and listening to ideas from all levels of the organization, regardless of hierarchy or department. Encouraging diverse perspectives involves creating a safe space where every team member feels valued and heard. It's about recognizing that great ideas can come from anywhere, and varied viewpoints often lead to more innovative solutions. Workshops, brainstorming sessions, and open forums can be effective ways to foster this kind of diversity.

2. Recruiting answers from areas outside our Immediate expertise.

An essential aspect of getting it right involves looking beyond the organization's existing knowledge base and expertise. This can mean consulting with external experts, collaborating with industry partners, or even looking into other industries for inspiration. It's about recognizing that no single organization or individual has all the answers, and there is immense value in external perspectives. This can be implemented through partnerships, attending industry conferences, or setting up advisory boards with external experts.

The reason for this can be summarized in a quick set of cartoons. This is the way most of us make choices, limited by our current knowledge and experience:

But, if we want to allow for a broader potential set of answers and increase the likelihood that the answer we select will be the best available, we have to look outside our areas of knowledge and expertise.

In a manner, this approach will also allow you to avoid the streetlamp effect, whereby you keep looking for solutions in the same environment or context because it's familiar. That's a classic trap for getting stuck while looking busy.

3. Valuing Collective Success Over Individual Recognition

Shifting focus from individual accolades to collective achievements is pivotal. This approach acknowledges that the success of the organization is a result of collaborative efforts. Leaders should cultivate a culture where team achievements are celebrated, and credit is shared. This can be implemented through team-based rewards and recognition programs that emphasize collective goals over individual milestones. It's about creating a sense of unity and shared purpose.

Doing this well will result in a motivated team that is more likely to care about the project and the outcome. This increased commitment and motivation will ensure that the diverse perspectives you committed to in principle one will be heard and considered.

4. Being Willing to Admit Mistakes

A critical aspect of getting it right is the willingness to acknowledge and learn from mistakes. This requires cultivating a culture where mistakes are viewed as growth opportunities, not failures. Leaders play a key role here by modeling this behavior — admitting their own mistakes and encouraging a non-punitive approach to errors. Workshops on resilience, feedback mechanisms, and a supportive environment for risk-taking are essential to foster this mindset.

The entire point of this exercise is to get to the right answer, not prove to everyone that you had the right answer all along. Showing others your willingness to admit this early will go a long way towards making sure everyone cares more about the real goal.

5. Emphasizing Collaboration and Inclusive Decision-Making

Collaboration and inclusive decision-making are at the heart of finding the right answers. This involves ensuring that decision-making processes are transparent and inclusive, involving input from various stakeholders. It's about breaking down silos and encouraging cross-functional teams to work together towards common goals. Regular team meetings, collaborative project management tools, and an open-door policy can facilitate this process.

Incorporating these practices into the first phase of the Transformation Flywheel enriches the process of seeking the best solutions. It moves the organization away from ego-driven decisions and towards a more collaborative, innovative, and effective transformation journey. This holistic approach not only fosters a healthier internal culture but also positions the organization to adapt and thrive in an ever-changing business landscape.

By focusing on getting it right rather than being right, organizations can unlock innovative solutions, improve team dynamics, and navigate change more effectively. This approach is not about diminishing leadership or individual contributions; it’s about elevating the collective intelligence and capability of the organization.

In summary, the first phase of the Transformation Flywheel, "Get It Right, Don't Be Right," is foundational for any successful transformation effort. It's a call to shift from ego-centric approaches to solution-centric thinking, a change that can significantly impact the effectiveness and sustainability of transformation initiatives.