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Welcome to this week's House of Leadership Book Club, where we take one book and distil it down to what actually matters, something to build your knowledge, shape your mindset, nurture your relationships, and help you lead more effectively.

This week we're looking at a leadership skill that doesn't get talked about enough:

Changing your mind.

We often associate strong leadership with certainty.

Know the answer.
Make the decision.
Stick to your position.

Adam Grant's Think Again makes the case for something different.

The best thinkers aren't necessarily the people who are right most often.

They're the people who are willing to discover when they're wrong.

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Experience is valuable.

But there's a danger.

The longer you've been successful, the easier it becomes to believe:

“I know how this works.”

You stop questioning assumptions.

You seek evidence that confirms what you already believe.

And eventually, experience becomes rigidity.

Grant argues that we need to become comfortable treating our opinions as hypotheses rather than facts.

That means replacing:

“I know.”

with:

“Here's what I currently think.”

It's a subtle shift.

But it's a powerful one.

Grant describes four modes of thinking.

“I'm right.”

We defend our beliefs as though they're sacred.

We spend our energy explaining why other people should believe what we believe.

“You're wrong.”

We're no longer trying to understand another perspective.

We're looking for holes in it.

Winning becomes more important than learning.

“What will people think?”

We adjust our position to win approval from the people around us.

Popularity starts influencing judgement.

“How could I be wrong?”

This is where Grant wants us to spend more time.

Form a hypothesis.

Look for evidence.

Test your assumptions.

Change your position when the evidence changes.

Strong opinions. Loosely held.

Imagine someone on your team challenges your plan.

You have two choices.

You can defend it.