In a world that prizes decisiveness, changing your mind is often seen as a weakness. But the best leaders know otherwise. The ability to rethink and revise opinions in response to new information isn’t just a leadership skill—it’s a competitive advantage. Research in behavioral science, management, and psychology demonstrates that rethinking leads to better decision-making, stronger teams, and greater organizational agility.
Yet, despite its benefits, many leaders resist changing their minds. Some fear looking indecisive, while others fall into the trap of confirmation bias—favoring information that supports their existing views while ignoring conflicting evidence. In reality, the most successful leaders don’t just hold strong opinions; they hold them loosely, ready to adapt when new facts emerge. Here’s how great leaders harness rethinking to drive better results.
Rethinking Improves Strategic Decision-Making
Every leader faces high-stakes decisions, and those who fail to reassess assumptions risk making costly mistakes. Keith Stanovich’s research on rational thinking highlights the importance of “cognitive decoupling”—the ability to separate prior beliefs from new evidence. Leaders who practice cognitive decoupling make better decisions because they don’t let past commitments cloud their judgment. For example, Procter & Gamble uses pre-mortems to challenge assumptions before major decisions. Instead of waiting to analyze a failure after the fact, leaders ask, “If this strategy were to fail, what would likely be the reason?” This proactive approach forces leaders to confront blind spots, refine their thinking, and avoid preventable mistakes.
Strong Leaders Admit When They Are Wrong—And Gain Trust
Leaders often worry that admitting they were wrong will undermine their credibility. In reality, the opposite is true. Research from Amy Edmondson on psychological safety shows that leaders who acknowledge when they’ve changed their minds create environments where employees feel safe doing the same. Employees respect leaders who demonstrate intellectual humility. When a leader says, “I initially thought this was the best path, but new evidence suggests otherwise,” they signal to their teams that adaptability is valued over stubbornness. This creates a culture where continuous learning—not rigid certainty—becomes the norm.
Organizations That Embrace Rethinking Stay Ahead of the Curve
Industries evolve rapidly, and companies that refuse to rethink risk being left behind. Airbnb’s pandemic-era pivot from urban tourism to long-term local stays is a case study in strategic rethinking. By recognizing early that travel behaviors were shifting, Airbnb leaders quickly adjusted their offerings, ensuring the company remained relevant in a dramatically changed market. Compare that to companies like Kodak or Blockbuster, which resisted rethinking and were overtaken by more adaptive competitors. The lesson? Rethinking isn’t a luxury—it’s a necessity for long-term success.
Make Rethinking a Leadership Habit
The most successful leaders are those who actively challenge their own assumptions. They don’t fear changing their minds; they embrace it as a tool for better decision-making, team building, and strategic foresight. By fostering intellectual humility, incorporating structured rethinking practices like pre-mortems, and encouraging a culture where adaptability is valued, leaders ensure they stay ahead in an ever-changing world.