The Wrong Side of Right
“One big mistake I see people make over and over is focusing on proving themselves right, instead of focusing on achieving the best outcome.
People who are working to prove themselves right will work hard finding evidence for why they’re right. They’ll go to the ends of the earth to disagree with someone who has another idea. Everything becomes about their being right.
These otherwise well-intentioned people are making the same costly mistake that I did.
One of the biggest differences between running a company and working for a company is how I think about outcomes.
As a knowledge worker employed by someone else, I wanted to be right. I saw being right as how I proved my worth. The best outcome was my being right. Because …
If I wasn’t right, then what was I? Wrong?
But … I couldn’t be wrong. My ego wouldn’t let me.
Other people? They could be wrong. But not me.
If I was wrong, then what was I?
For the longest time, I thought that if the winning idea wasn’t my idea, then I’d be nothing. I thought no one would see me as valuable. No one would see me as insightful. People would think I wasn’t adding value. And worse, I’d see myself as not contributing.
I’ve never been so wrong.
I had so much of my identity wrapped up in being right that I was blind to how the world really works.
At Farnam Street, one of our principles is that we work with the world as it really is, not as we want it to be. My desire to be right reflected how I wanted the world to work, not how it actually worked.
The most important lesson I’ve learned from running a company is that the more I give up trying to be right, the better the outcomes get for everyone. I don’t care who gets the credit. I care about creating the best win-win outcomes I can.”