The One Leadership Habit That Feels Wrong

We all have blind spots. As leaders, we're particularly susceptible to confirmation bias - that sneaky tendency to only see evidence that supports what we already believe. It's comfortable, it's easy, and it's killing our ability to make truly informed decisions.

Here's a technique that might feel uncomfortable at first, but has the power to transform how you approach critical business decisions: actively argue for the opposing viewpoint.

Why This Works

When you force yourself to build a case against your own position, it flips the confirmation bias. You start seeing data you previously ignored. You notice flaws in your logic that were invisible before. You discover legitimate concerns you were unconsciously dismissing.

This isn't about becoming indecisive or losing confidence. It's about stress-testing your ideas before the market does it for you.

How to Put This Into Practice

Let's say you're convinced you need to take on a new project. Your gut says yes, the preliminary data looks good, and your team is excited. Before pulling the trigger, you could:

1. Write an article arguing why this project would be a mistake. Be thorough. What could go wrong? What resources would be diverted? What do the skeptics see that you don't?
   

2. Seek out contradictory data. If you've been looking at success stories, find the failures. If you've been analyzing potential revenue, dig deep into potential costs.
   

3. Talk to someone who disagrees. Not to convince them, but to genuinely understand their perspective. Listen more than you speak.
   

4. Present both cases to your team. Let them see you've done the work to understand multiple angles.

Beyond making better decisions, this practice builds credibility. When your team sees you honestly grappling with opposing viewpoints, they're more likely to share their real concerns rather than just telling you what you want to hear.

It also prepares you for objections. Whether you're pitching to investors, negotiating with partners, or selling to customers, you'll have already thought through their potential concerns.

The Bottom Line?

In a world that rewards quick decisions, confident leaders, and speed of action, taking time to argue against yourself might seem counterproductive.

But leadership isn’t about always being right. It’s about creating a culture that embraces reality, seeks truth, and moves forward into the future.

What decision are you facing right now where this technique could help? The best time to challenge your thinking is before you've committed resources to a path forward.

Try it with your next big decision. Build the strongest case you can against your preferred option. You might be surprised by what you discover.