When Being Wrong Is the Best Thing for You

Okay, show of hands—who likes being wrong? Anyone? Bueller?

Yeah, that’s what I thought. Nobody enjoys discovering they’ve been wrong about something. Being right feels a lot better. It’s more comfortable, more validating, and frankly, a lot more fun.

But here’s the truth: you grow a lot more when you’re wrong than when you’re right. It’s like the difference between eating cake and ice cream versus eating your vegetables. One is a lot tastier. The other? A lot better for you.

Right Feels Good. Wrong Makes You Grow.

Think about it. When you’re right, do you feel any need to change? Of course not. You were right—so why fix what isn’t broken?

But when you’re wrong? That’s when the real learning begins. You feel the discomfort, you reflect, and—if you’re wise—you change. And in changing, you grow.

So here’s my bold statement:
Being wrong can save your career—if you let it.

I Had No Idea I Was Wrong

One of my most painful leadership lessons came a few years ago.

I was having a casual hallway conversation with a member of my team. She had stopped by my office with a quick question, and we chatted for a bit. I thought everything was going fine—until it very clearly wasn’t. All of a sudden, she disengaged. Her expression changed. Her tone shifted.

I picked up on it and asked if everything was okay.

She let me know it wasn’t—and calmly told me that I’d been rude. That I had a habit of talking over her, and she didn’t appreciate it.

I was stunned. I always try to treat people with respect. I was genuinely shocked to be called out this way. I asked what I’d done, and she explained how I kept interrupting her mid-sentence. Not just that day—but often.

That was stunner number two.

Was I an animated conversationalist? Sure. Did I sometimes jump in with a thought before someone finished theirs? Probably. But to me, that was just part of the rhythm of an engaging conversation. It wasn’t intentional, and it certainly wasn’t meant to be disrespectful.

But I was beginning to realize: not everyone grew up in my house.

What I considered “normal” conversational flow came across to others—especially her—as dismissive and rude.

I apologized, sincerely. I promised to be more mindful going forward. And I meant it. I’ve worked hard ever since to stay aware of that tendency.

But it was embarrassing. I had the best of intentions. I thought I was behaving appropriately. Heck, I thought I was a goodconversationalist.

Instead, I had been unknowingly undermining a key relationship. Despite my efforts to make amends, things were never quite the same between us. Looking back now, I realize our relationship had likely been strained for a while—and my repeated interruptions had slowly chipped away at the trust.

By the time she felt compelled to speak up, the damage was already done.

The Power of Being Wrong

So why share this?

Because as painful as that moment was, I’m a better leader—and a better human—because of it.

That experience taught me to listen differently. To slow down. To give people space to finish their thoughts. To recognize that not everyone communicates the way I do—and that doesn’t make them wrong. It just means I need to adapt.

And here’s the key takeaway:
If I hadn’t been wrong, I never would have learned that lesson.

I would’ve kept on, thinking I was having robust, lively conversations—while unknowingly offending people and damaging trust. I might have gotten by. But I wouldn’t have grown.

Rethinking as a Leadership Skill

Psychologist Adam Grant said, “Being wrong is an opportunity to learn.” He encourages us to treat our beliefs not like possessions to defend, but like hypotheses to test.

That’s hard to do. Most of us are deeply attached to our assumptions. We’ve built careers on them. Identities, even. But the moment we get too comfortable—or too certain—we stop growing.

Grant calls this mindset rethinking—approaching beliefs the way scientists approach theories:
Provisional. Open to new evidence. Willing to be updated.

It’s not just intellectual humility. It’s a leadership skill.

The leaders who grow the most aren’t the ones who are always right.
They’re the ones willing to be wrong—publicly, humbly, and thoughtfully.

What If Being Wrong Is Exactly What You Need?

Imagine you're on the verge of a breakthrough—some profound insight that could change the trajectory of your leadership, your team, maybe even your life.

But you can’t quite grasp it. Why?

Because you’re still clinging to a belief that no longer serves you.
A belief that once helped you succeed but now keeps you stuck.

Now imagine this:
What if the only thing standing between you and that breakthrough…
is one little mistake?

What if being wrong—just once—could shake your certainty enough to make room for a better way?

If you handle it well.
If you stay curious instead of defensive.
If you lean into growth instead of shame.

Final Thought

Being wrong isn’t a failure. It’s a gift.
It’s a mirror, showing us where we need to stretch.

Leaders who resist being wrong stay stuck in what they already know.
Leaders who embrace being wrong unlock what they haven’t yet discovered.

So the next time you're wrong, don’t run from it. Learn from it.
It might be the best thing that ever happens to you.