We treat consistency like a trophy and treat growth like a crime. That’s backward. The point of experience is to learn, adjust, and improve. My stance is simple: changing your mind is not weakness—it’s proof you’re paying attention. Growth demands a public willingness to revise old beliefs, even if it makes you look like a hypocrite for a moment.
This matters because too many people cling to a bad plan to protect an old identity. Careers stall. Teams freeze. Families repeat the same arguments. Progress dies on the altar of pride. As someone who has led companies, coached leaders, and made public mistakes, the lesson is clear: evolution beats ego.
Proud Hypocrites Learn Faster
Let’s reclaim a word that scares people: hypocrite. If it means your beliefs changed because new data arrived, wear it. The alternative is worse—pretending the world hasn’t taught you anything.
“Don’t be afraid of learning and growing and being a hypocrite.”
That’s not a license for flakiness. It’s a call to match actions with the best information available today. Values can stay steady—honesty, kindness, accountability—while strategies change as we learn. Confusing the two traps people in outdated choices.
I’ve lived this in boardrooms and locker rooms. As CEO of Leigh Steinberg Sports & Entertainment, and now as Chairman of the Napoleon Hill Institute, the deals that worked were the ones we were brave enough to change midstream. The ones that crashed? Usually the ones we were too proud to fix.
Stop Searching for “Why” Without Knowing “What”
People love to ask, “What’s my why?” It’s a great question—at the right time. But clarity begins with “what”: what problem are you solving, what skill are you building, what step can you take today? Purpose gets revealed through action, not by sitting on the sidelines crafting slogans.
“People search for their why without knowing their what.”
When your “what” becomes clear, your “why” gets sharper. Not the other way around. Start with movement. Adjust as you learn. Then refine the story.
Say the Quiet Part Out Loud
Growth requires public humility. You’ll mess up. So will I. The fastest way through is to announce it, fix it, and share the lesson.
“They should be shouting from the top of the hill, I’m an idiot. Now, I figured it out. Come join me so you don’t have to be an idiot.”
That line isn’t self-loathing—it’s leadership. It disarms critics, models learning, and saves others time. If your brand needs you to be flawless, you’ve built a prison, not a platform.
Common Pushback—and Why It Falls Apart
Some say, “But leaders must be consistent.” True—consistent in character, not in yesterday’s tactics. Others argue that changing your mind confuses your team. It does the opposite if you explain the inputs and the decision. People don’t need perfect; they need honest.
Simple Ways to Practice Public Growth
Here are small moves that build the muscle of change without drama.
- State your current belief and the data behind it.
- Set a review date to re-check assumptions.
- Tell your team what would make you change your mind.
- When new facts arrive, update in plain language and own it.
- Archive old playbooks, don’t defend them. Share the lesson learned.
The Real Flex
The strongest person in the room isn’t the loudest. It’s the one who can say, “That used to be my view. It’s not anymore.” That’s not flip-flopping; that’s progress. The market changes. Science changes. People change. Our thinking should keep up.
Here’s my challenge: this week, pick one belief, one process, or one plan. Test it hard. If it fails, change it—publicly. Invite your team, your family, or your followers to watch the update in real time. Teach while you grow. That’s leadership worth following.
Be brave enough to evolve. Be loud enough to own it. Then help the next person climb faster than you did.
Frequently Asked Questions
Q: How do I change course without losing trust?
Explain your current reasoning, show the new evidence, and describe the switch. People trust clear thinking more than stubborn certainty.
Q: What if my team thinks I’m indecisive?
Set decision checkpoints upfront. When you pivot at those moments, it reads as discipline, not waffling.
Q: How do I separate values from tactics?
Values are non-negotiable rules—tell the truth, serve others, take ownership. Tactics are methods. Change methods as data improves; protect values at all costs.
Q: Isn’t it risky to admit mistakes publicly?
Silence is riskier. Owning errors early limits damage, speeds learning, and models the culture you want.
Q: Where should I start if my “why” feels unclear?
Pick a small “what” you can do today that helps someone. Action reveals direction. Purpose sharpens as you solve real problems.
