But then one day we were talking about something and he said, “You were right. I was wrong about this one,” and it didn’t feel good anymore. Instead I was mad at myself because I hadn’t made my case more effectively earlier. I found myself wondering how I could have made a better argument. When leaders not only are open to being wrong but also readily admit it—as Reed did that day, and regularly did—and when they do so publicly, they send a powerful message to their teams: Please speak up!
