Experts are expected to have opinions.
So are leaders.
People look to leaders for their perspectives, views, feedback, and approaches.
They place a premium on the opinions leaders offer. Which is why one of the most important choices leaders make is when NOT to have an opinion.
Of course, leaders should refrain from offering an opinion or view anytime their input might stifle open discussion, introduce bias, or overshadow a colleague’s perspective.
Sharing an opinion at the wrong time can narrow a discussion and discourage diverse viewpoints. Good leaders follow those ground rules before articulating how they see an issue.
But the best leaders hold an even higher standard.
They refrain from offering an opinion anytime they lack enough information to do so.
They know speaking prematurely can mislead the team and undermine trust. So, they are cautious in any situation or on any topic where they don’t possess enough knowledge, facts, or data to offer a considered view.
Leaders who are quick to offer their opinion on nearly every topic harm their long-term credibility. Because they like the status of their authority, experience, and expertise, they enjoy putting their two cents into any discussion.
But this unknowingly makes all their opinions, including those that should carry significant weight, less impactful.
In contrast, a leader who is judicious in expressing their views until they have enough facts and data to offer a thoughtful opinion gains in reputation with others.
The intellectual humility they expose by limiting their opinions goes a long way in making themselves more believable. When they do articulate their views on matters where they possess insight, people take them more seriously.
How often do you use the phrase (or something like it): “I don’t know enough to have an opinion.”
Make it a part of your leadership vocabulary. Others will respect you for it.
