I change my mind about people, methodologies, strategies, organizational designs, and technologies all the time. If you’d like to fully understand, read the article here. There’s some interesting science behind this idea. They’re open to new points of view, new information, new ideas, contradictions, and challenges to their own way of thinking.… This doesn’t mean you shouldn’t have a well-formed point of view, but it means you should consider your point of view as temporary.” - Jeff Bezos
“It’s perfectly healthy - encouraged, even - to have an idea tomorrow that contradicted your idea today.… the smartest people are constantly revising their understanding, reconsidering a problem they thought they’d already solved. This quote from a Forbes article captures the idea perfectly: Seven years ago, Jeff Bezos, the founder of Amazon, advocated that changing your mind is an admirable leadership trait. I recently read an article that just so happened to be published not-so-recently.
I seek to understand what new way of describing the world accounts for this new information. I absorb that information, run it through my mental maps, and see if anything changes. New information is coming at us every day at a blinding rate. What does this mean?ĭoes that make me fickle? I don’t think it does. Then a new concept starts to form in my mind. Every time I make an org change, I think to myself, I’ve done it! I’ve created the perfect org design. I change my mind about organization design. I used to be a cloud-skeptic, and now I’m leading the charge to the cloud. I know which technologies are immature and which are enterprise-ready. I have all sort of opinions about which technologies are good and which are bad. I’ve turned working relationships around so many times, that I simply cannot permanently make up my mind about people based on initial instinct. I’ve learned that sometimes my first impressions are wrong. Sometimes, I let an uncomfortable interaction define a relationship. What if I encounter new information? What if I assimilate a new piece of data that challenges my previous assumptions? Do I ignore those promptings to save face, or do I incorporate them and evolve my thinking? I’ve embraced that latter, and I think you should too. In order to lead with conviction, I needed to stick with my positions and advocate for them vigorously to the end. I had to challenge my own self-concept of what good leadership is. I’ve only recently become comfortable with this idea.
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