Open-Mindedness: What It Actually Means to Keep an Open Mind

Open-mindedness is not about agreeing with everything or being indecisive. It’s about listening actively, evaluating ideas critically, and being willing to adjust your thinking when presented with credible new information. This mindset strengthens your decisions by challenging assumptions and avoiding biases.

Key Takeaways:

• Myths debunked: Open-mindedness doesn’t mean being a pushover, indecisive, or abandoning your views.
• Leadership benefits: Encourages innovation, builds trust, and improves decision-making by avoiding blind spots.
• Challenges: Ego, overconfidence, and cognitive biases like confirmation bias can block open-mindedness.
• Practical tips:
  • Practice active listening and ask clarifying questions.
  • Balance strong beliefs with curiosity and adaptability.
  • Use exercises like debating the opposite view or inviting feedback to grow.
• In leadership: Open-mindedness helps navigate ethical dilemmas, accept disruptive ideas, and adapt during crises.

By fostering open-mindedness, you create a culture of collaboration and better decision-making while staying grounded in your core principles.

5 Ways To Train Your Brain To Be More Open-Minded

Why Open-Mindedness Feels Difficult

Leaders often acknowledge the value of open-mindedness, yet putting it into practice can be surprisingly challenging - especially when their expertise, values, or decisions come under scrutiny. This difficulty is rooted in human psychology and brain function, both of which are designed to safeguard us. These natural defences help explain why common misconceptions about open-mindedness often fail to address the real barriers leaders face.

How Ego and Cognitive Bias Get in the Way

The ego, which acts as a protector of self-worth, is one of the biggest obstacles to open-minded leadership. When your decisions or ideas are questioned, your ego may interpret this as a direct threat to your identity or position.

One major culprit here is overconfidence. While confidence is essential for effective leadership, overconfidence can lead to blind spots. Studies suggest that overconfident leaders often overestimate their abilities, which makes them less likely to recognise or admit mistakes.

This ego-driven approach doesn’t just limit personal growth; it can harm team dynamics too. Research from the Harvard Business Review shows that leaders who prioritise "being right" over collaboration see a 28% drop in team engagement and a 35% decline in workplace innovation.

Another barrier is confirmation bias - the tendency to favour information that supports your existing beliefs while ignoring anything that challenges them. This bias can make it difficult to embrace new ideas or perspectives.

Narcissistic traits can further compound these issues. Leaders with such tendencies often struggle with empathy and may criticise others to bolster their own sense of importance, which makes learning from mistakes even harder. As Jennifer Woo, CEO and chair of The Lane Crawford Joyce Group, puts it:

"Managing our ego's craving for fortune, fame, and influence is the prime responsibility of any leader".

This advice is particularly relevant during times of uncertainty or change, when adaptability is critical but often clashes with the ego’s preference for control and certainty. Beyond these psychological barriers, the brain’s own wiring can make resisting new ideas feel almost instinctive.

The Brain's Role in Resistance

The brain’s natural tendency to resist new ideas stems from its evolutionary design to protect established beliefs and maintain consistency. When confronted with information that contradicts what you already know, your brain activates the same neural pathways used to detect physical threats. In other words, encountering conflicting ideas can feel as unsettling as facing actual danger, triggering defensive reactions that prioritise self-preservation over learning. As Daniel Kahneman famously notes:

"The brain is a machine for jumping to conclusions".

This defensive reflex can lead to the backfire effect, where exposure to opposing facts strengthens, rather than weakens, your original beliefs - especially in emotionally charged situations. Winning an argument, for example, releases dopamine and adrenaline, creating a sense of reward that makes it even harder to consider alternative views.

Stress and uncertainty only heighten these challenges. High cortisol levels disrupt higher-level thinking, while increased activity in the amygdala triggers fight-or-flight responses, both of which make processing new perspectives more difficult.

Emotions are another key factor, influencing up to 80–90% of our thoughts, behaviours, and decisions. This explains why purely logical arguments often fail to change minds. Ambiguity, too, can fuel anxiety, which leads to rushed decisions rather than thoughtful consideration of diverse viewpoints.

Studies suggest that leaders who find adaptability difficult are 40% more likely to report high stress levels. Interestingly, people tend to be more open to new ideas when they aren’t under time pressure and when they recognise the importance of the decision at hand.

Understanding these psychological and neurological hurdles isn’t about excusing closed-mindedness. Instead, it’s a starting point for developing strategies to encourage a more open and flexible mindset.

How to Practise Open-Mindedness as a Leader

Previously, we looked at how ego and cognitive bias can block open-mindedness. Now, let’s delve into practical ways to overcome these challenges. Open-mindedness is a skill you can strengthen with consistent effort. The trick lies in forming habits that bypass our natural defences and create room for genuine growth.

Active Listening: The Cornerstone of Open-Minded Leadership

Active listening goes beyond just hearing words - it’s about fully engaging with what’s being said and valuing every voice in the conversation. Despite the fact that listening accounts for 55% of communication, formal training in this skill is surprisingly uncommon. Yet, employees who feel heard are 4.6 times more likely to feel empowered, and companies with leaders skilled in listening report a 77% higher rate of employee satisfaction.

Look beyond the words. Pay attention to non-verbal cues like body language, facial expressions, and tone of voice. These often reveal unspoken thoughts or hesitations. For instance, if someone seems reluctant to share an idea, their posture or expressions might suggest they’re holding back something important.

Show you’re engaged. Simple actions like nodding, maintaining eye contact, and asking thoughtful questions signal that you’re actively participating. Instead of asking, “Do you think this will work?”, try something deeper like, “What concerns do you have about this approach?”.

Clarify before responding. Restate what you’ve heard to confirm understanding, such as, “So what you’re saying is…”. This not only avoids misunderstandings but also shows you value their perspective.

Embrace pauses. Silence can be powerful. Give people the space to fully develop their thoughts before jumping in with your own ideas.

By mastering active listening, you set the stage for balancing your own beliefs with an openness to alternative viewpoints.

Balancing Conviction with Curiosity

Great leaders know how to hold firm beliefs while remaining open to new ideas. Striking this balance requires a shift in how you handle disagreements.

Prioritise truth over winning. Focus on uncovering what’s true rather than defending your own stance. Leadership expert David Smith puts it succinctly:

“If I value my own beliefs more than the truth, I’m going to defend myself to the death. And why would I listen to you?”

Treat your views as evolving. Share your opinions as works in progress rather than final judgments. This approach invites dialogue and signals that you’re open to refining your perspective.

Reframe the conversation. Shift the focus from “Who’s right?” to “What makes each perspective valid?” This fosters understanding rather than competition.

Listen longer than feels natural. When you feel the urge to jump in or correct someone, resist it. Often, the most insightful points emerge after the initial exchange.

Acknowledge common ground. Even in heated debates, recognising areas of agreement can ease tension and keep the discussion productive.

Admit gaps in your knowledge. Saying “I don’t know” can turn a defensive argument into a collaborative search for answers. It shows humility and invites others to share their expertise.

When you catch yourself feeling defensive, take a moment to reflect. These reactions often point to areas where you have the most to learn.

Exercises to Strengthen Open-Mindedness

Building on active listening and balanced conviction, these exercises can help you develop open-minded leadership further.

Debate the opposite view. Spend 10 minutes arguing against your current position. This isn’t about changing your mind but about gaining a fuller understanding of the topic.

Explore diverse viewpoints. Make a habit of reading or watching content that challenges your usual perspective. For example, if you lean towards data-driven approaches, try exploring ideas that emphasise intuition or creativity.

Assume the best intentions. When someone disagrees with you, take a moment to imagine the strongest version of their argument. Ask yourself, “What would need to be true for their perspective to make sense?”.

Invite regular feedback. Set up routines for your team to challenge your thinking. For instance, hold monthly “devil’s advocate” sessions or quarterly reviews where you ask, “What am I missing? Where might I be wrong?”.

Sit with discomfort. When an idea feels unsettling or risky, resist the urge to dismiss it outright. Instead, explore what specifically makes you uncomfortable.

This practice nurtures intellectual humility - the recognition that your knowledge has limits and others may have valuable insights, even in areas where you consider yourself an expert.

These exercises work because they expose you to fresh ideas and perspectives while helping you get comfortable with uncertainty and disagreement. Much like physical fitness, developing intellectual flexibility takes consistent effort and practice.

Applying Open-Mindedness in Leadership Situations

Leadership truly gets tested when you're confronted with situations that challenge your beliefs and assumptions. These moments demand a balance of curiosity, adaptability, and decisiveness. Whether it's navigating ethical dilemmas, considering disruptive ideas, or managing crises, open-mindedness is often the key to steering through uncertainty.

Handling Ethical Conflicts

Ethical conflicts require more than quick decisions - they demand thoughtful consideration and a willingness to listen to diverse perspectives. Rushing to conclusions can compromise integrity, so it's crucial to align your actions with both your values and the interests of stakeholders. For example, Johnson & Johnson's handling of the Tylenol crisis is a textbook case of ethical leadership. When cyanide-laced capsules posed a grave threat to consumer safety, the company chose to recall 31 million bottles, prioritising transparency and trust over immediate profits. This decision reinforced their reputation and demonstrated the long-term value of ethical leadership. Research shows that organisations with strong ethical cultures experience 40% less misconduct, highlighting the tangible benefits of principled decision-making.

Accepting Disruptive Ideas

Open-minded leaders understand the potential of disruptive ideas, even when they come from unexpected sources, like junior team members. Fresh perspectives can spark transformative change, but only if leaders create an environment where innovation thrives. Instead of dismissing new ideas with "Will this work?", shift the focus to "What conditions would make this possible?" Recognise and encourage contributions before diving into critique, and use pilot programmes to test ideas and gather practical insights.

Balancing agility with consistency is crucial here. While it's important to adapt to short-term market changes, leaders must also distinguish these from deeper, industry-wide shifts. Maintaining the core values that define your organisation's identity ensures you don't lose sight of your long-term vision. Encourage bottom-up innovation by fostering collaboration and open communication, creating a culture where creative thinking is not only welcomed but celebrated.

Adjusting During Crisis or Change

Crises are the ultimate test of leadership, often tempting even the most open-minded leaders to fall back on rigid thinking. To navigate such situations effectively, focus on the present reality rather than speculating on "what ifs." Base decisions on the facts available, and provide clear, frequent updates to your team. Transparency is essential - be honest about what you know, what you don’t, and how your approach may shift as new information becomes available. This openness builds trust and demonstrates that flexibility is a strength, not a weakness.

Encourage diverse input and create an environment where unconventional solutions can surface. Show calm adaptability by setting clear expectations while remaining open to changing course when necessary. As Nancy Koehn aptly observed:

"This difficult, turbulent time will surely someday be seen, in part, as a fertile, living laboratory in which courageous leaders were made, not born."

Crisis situations often expose outdated practices that no longer serve the organisation. Use these moments as opportunities to challenge entrenched assumptions and implement necessary changes. Effective crisis leaders excel at "strategic agility" - the ability to adapt swiftly without compromising core values. They prioritise speed over perfection, flexibility over rigid plans, and empowerment over strict hierarchy. By modelling these behaviours, leaders can turn crises into opportunities for growth and innovation.

Measuring and Maintaining Open-Mindedness in Leadership

Practising open-mindedness is one thing, but maintaining and measuring it over time is where the real work begins. This isn’t a skill you master once - it requires ongoing attention and effort. Without a way to track your progress, even the most well-meaning leaders can fall back into rigid habits. Research backs this up, showing that leaders who regularly evaluate their skills are 33% more likely to lead effectively and meet organisational goals.

The secret lies in creating systems that not only assess your mental flexibility but also encourage consistent growth. It’s about turning good intentions into actionable habits.

Tools for Self-Assessment

Leadership assessment tools can offer a structured way to measure your open-mindedness and identify areas where you can improve. These tools provide insights into your behavioural tendencies and cognitive flexibility.

• Myers-Briggs Type Indicator (MBTI): This tool helps you understand how your personality preferences might shape your openness to new ideas.
• DiSC Assessment: This focuses on your behavioural style and how it impacts your willingness to consider alternative perspectives.
• 360-Degree Feedback: By gathering input from colleagues, subordinates, and supervisors, this feedback provides a well-rounded view of how receptive you are to different viewpoints.

For example, leaders often discover through tools like MBTI or DiSC that their natural tendencies may unintentionally hinder team communication. This awareness can prompt changes, such as scheduling regular feedback sessions, to improve team cohesion and spark innovation.

When choosing assessment tools, focus on those that evaluate how others perceive your behaviour. These tend to offer more actionable insights than self-reported assessments.

Creating Feedback Systems That Work

Feedback systems are crucial for maintaining open-mindedness, but they need to go beyond occasional check-ins. A well-designed system invites honest, constructive input and ensures psychological safety for those providing feedback.

The 360-Degree Feedback approach, mentioned earlier, is particularly effective. By incorporating perspectives from superiors, peers, and direct reports, it offers a comprehensive view of your strengths and blind spots.

"Freely flowing feedback transforms interactions into growth opportunities." – Mona Andrews, Founder and CEO of Stay In The Game

To build an effective feedback system:
• Set clear objectives and guidelines for giving and receiving feedback.
• Train your team on constructive communication to foster a safe and open environment.
• Make feedback a regular practice. Ask specific questions like, "What’s one thing I could do differently to be more open to your ideas?"

Most importantly, listen to understand - not to defend. When receiving feedback, resist the urge to explain yourself immediately. Instead, ask clarifying questions, thank the person for their honesty, and follow up by sharing the steps you’ve taken based on their input.

Technology can also play a role. Anonymous feedback tools and regular digital check-ins can make it easier for team members to share candid observations about your openness.

Reflection as a Tool for Growth

Practical exercises are essential, but reflection is what ensures lasting improvement. Regular introspection helps you spot patterns and refine your approach over time.

"The practice itself is all about learning, looking back on the day (without bias or regret) to contemplate your behaviour and its consequences. It requires sitting with yourself, taking an honest moment to think about what transpired, what worked, what didn't, what can be done, and what can't. Reflection requires courage." – James R. Bailey and Scheherazade Rehman

Journaling is a simple yet powerful way to track your progress. Write about moments when you felt challenged, frustrated, or surprised. Note your physical reactions, immediate thoughts, and, most importantly, the reasons behind your emotional responses.

Set aside time each week to review your notes - literally block time on your calendar to ensure it happens. Use structured approaches like the Gibbs Reflective Cycle or the "What? So what? Now what?" framework to analyse your experiences and decide on next steps.

Some of the world’s most successful leaders swear by reflection. Bill Gates dedicates time daily to think deeply and creatively, while Warren Buffett spends hours reading and reflecting on his decisions, crediting this habit for much of his success.

Start small. Focus on one aspect of your open-mindedness and be honest with yourself. Reflection isn’t about self-criticism; it’s about recognising opportunities for growth. Share your insights with trusted colleagues or mentors who can provide constructive feedback and help you turn self-awareness into meaningful change.

Conclusion: The Impact of Open-Minded Leadership

Open-mindedness isn’t a mere personality trait - it’s a critical skill that shapes how leaders connect with their teams and tackle challenges. It’s not about being agreeable for the sake of harmony. Instead, it’s about building trust and forging relationships that deliver meaningful results.

Research shows that leaders who value open-mindedness create environments where every voice matters, and this inclusivity directly boosts team performance. By actively listening to diverse perspectives and genuinely considering input, you unlock innovation that rigid thinking simply cannot achieve. Importantly, this doesn’t mean compromising your principles - it means reinforcing them with well-informed decisions. This approach naturally builds the trust that is essential for effective leadership.

"Those who cannot change their minds cannot change anything." – George Bernard Shaw

When your team sees that you respect their viewpoints and take their ideas seriously, they’re more likely to offer candid feedback and take thoughtful risks. This sparks a cycle where open communication leads to better solutions, which in turn fosters even greater collaboration.

As discussed earlier, overcoming cognitive bias and staying open-minded while remaining decisive takes effort and awareness. There will be times when your instincts resist new information or when deadlines push you towards familiar choices. Recognising these moments and choosing curiosity over defensiveness can make all the difference.

With 42% of businesses anticipating significant operational changes by 2025, the ability to adapt and keep learning is more important than ever. Pausing to reflect and revisiting your assumptions isn’t a weakness - it’s a strategic strength.

Practical steps can make this mindset a habit: engage with people who challenge your perspective, create spaces where your team feels safe to share ideas, and thank those who question your thinking instead of reacting defensively. These small, consistent actions build a culture where innovation thrives and trust deepens over time.

"Extending trust is the ultimate act of leadership, the defining skill that transforms a manager into a leader." – Stephen M. R. Covey

Open-minded leadership isn’t about having all the answers - it’s about fostering an environment where the best answers can emerge. Leading with curiosity rather than certainty inspires your team to think critically, learn continuously, and grow together. That’s where real progress happens, for both you and the people you lead.

The choice is yours: you can stick to rigid certainty, or you can embrace the challenges - and rewards - that come with remaining open-minded. It’s not the easier path, but it’s the one that leads to stronger relationships, better decisions, and a lasting legacy.

FAQs

How can leaders set aside their ego and biases to stay open-minded?

Leaders can nurture open-mindedness by actively engaging with diverse perspectives and welcoming honest, constructive feedback from their teams. This approach not only challenges personal assumptions but also helps bring unconscious biases to light.

Building self-awareness plays a key role in this process. Taking the time to reflect on decisions and questioning whether hidden biases might be shaping judgement is essential. Incorporating practices like active listening and adopting a growth mindset allows leaders to learn from varied viewpoints and adjust their approaches more effectively.

By adopting these habits, leaders create an environment where inclusivity thrives, innovation flourishes, and collaboration becomes second nature. This ensures that every team member feels valued and genuinely heard.

What are some practical ways to develop and nurture open-mindedness?

Developing open-mindedness can be a transformative experience, offering fresh perspectives and deeper understanding. One way to practise this is by picking a topic you feel passionately about and challenging yourself to argue the opposite side. Focus on crafting logical, well-reasoned points - it’s an exercise that pushes you to see beyond your own beliefs.

Another method is to revisit a time when someone hurt or upset you. Instead of dwelling on the pain, try to consider possible reasons behind their actions. This shift in thinking can nurture empathy and help you appreciate the complexities of human behaviour.

You could also reflect on a recurring disagreement with a friend or family member. Take the time to identify at least three valid reasons why their viewpoint might make sense. This not only encourages mutual respect but also improves your ability to have more meaningful and constructive conversations.

Why is active listening important for open-minded leadership, and how can leaders practise it effectively?

Active listening plays a key role in open-minded leadership. It fosters trust and respect, allowing leaders to grasp diverse viewpoints and make more informed decisions. This approach not only promotes clear communication and reduces misunderstandings but also increases team engagement - essential ingredients for successful collaboration and fresh ideas.

To truly embrace active listening, leaders need to be fully present in conversations. This means setting aside distractions, maintaining attentive body language, and using verbal cues to show engagement. Thoughtful questioning, summarising key points, and recognising others’ contributions go a long way in showing respect and building deeper connections.

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