Seeking insight RE: leaders/people fighting to be "right" A core relationship principle is that we lose the trust of others in our pursuit of being right when we have disagreements with them. This often shows up as a relationship partner experiencing fear, stress, sadness, or anger, and having the other relationship partner communicate: "It doesn't make sense for you to feel that way." Leaders at work do not have the same relationships or relational risks with their coworkers and subordinates as romantic relationship partners have with one another, but when it comes to maintaining trust, and healthy influence, the principles remain the same. There's a cost to fighting to be "right." Even WHEN the person fighting is actually right. And bosses, of course, have authority to exert. But at what cost? Leaders must make final calls. But what happens BEFORE and AFTER those decisions determine outcomes related to workplace culture, team commitment, psychological safety, etc. that will determine the long-term health of a leader's tenure and/or the organization. I'm look for business leaders, consultants/strategists, coaches, etc. who can speak to the nuance of "being right" and how navigating that as a leader affects the teams that work under them.