“The Bravest Words a Leader Can Say: I Was Wrong”
- Dr Vivek Viswanathan
- Oct 14
- 2 min read
The bravest words a surgeon—or any leader—can say are:👉 “I was wrong.”
In paediatric surgery, we live at the intersection of precision and unpredictability.Yet the real measure of leadership isn’t how perfectly we operate—it’s how humbly we learn.
Admitting error doesn’t make you weak. It makes you human. It builds trust—with your team, your trainees, and most importantly, with the families who place their faith in your hands.
Leadership in medicine isn’t about being infallible. It’s about being accountable. Because every “I was wrong” is a step toward safer systems, stronger teams, and better outcomes for children.
Leadership isn’t defined by always being right. It’s defined by having the courage to admit when you’re not.The phrase “I was wrong” may be only three words long—but it carries the weight of integrity, humility, and wisdom.
In a world that celebrates certainty and confidence, these words often feel like a risk. Yet, in reality, they are a leader’s strongest bridge to trust and credibility.
1. The Paradox of Leadership and Fallibility
Leaders are often seen as beacons of direction—decisive, visionary, unwavering. But the paradox is this: pretending to be infallible creates distance. Admitting mistakes creates connection.
When a leader says “I was wrong,” it doesn’t erode authority; it strengthens authenticity. It shows the team that leadership isn’t about ego—it’s about learning, evolving, and owning outcomes.
Example: A hospital administrator who acknowledges a flawed protocol doesn’t lose respect. Instead, they invite collaboration, transparency, and rapid course correction.
2. Why “I Was Wrong” Builds Trust
Trust isn’t built on perfection—it’s built on honesty. When leaders admit mistakes, they humanize themselves. They replace fear with psychological safety, creating an environment where team members also feel safe to speak up, take risks, and innovate.
In healthcare, aviation, or any high-stakes field, this psychological safety is the difference between near misses and real disasters.
3. The Leadership Ripple Effect
A single act of humility can transform team culture. When leaders model vulnerability, teams respond with openness. When they model denial, teams respond with silence. It’s that simple—and that powerful.
Saying “I was wrong” signals that feedback is valued, not punished. It nurtures a growth-minded organization—one that learns faster than it fails.
4. How to Admit You Were Wrong — Gracefully
Acknowledge quickly. Delay breeds distrust.
Be specific. Name what went wrong and why.
Own it fully. Avoid “if” or “but” statements that dilute accountability.
Shift to learning. End with: “Here’s what I’ve learned and what we’ll do differently.”
5. The Courage Behind the Words
It takes courage to operate from authenticity rather than image.Every “I was wrong” chips away at fear and builds a culture of continuous improvement.
Great leaders—from surgeons to CEOs—understand that vulnerability isn’t weakness. It’s wisdom. It takes strength to lead when you’re right. It takes greatness to lead when you’re wrong.
Conclusion
The bravest words a leader can say aren’t “Follow me.” They’re “I was wrong.” Because real leadership begins where ego ends—and growth begins.