Goswami is a well-regarded team leader known for his attention to detail and high expectations. But his peers often find it hard to work with him. He tends to correct people’s small mistakes and makes them wrong, at times. Though well intentioned, this behavior of Goswami is viewed by his peers as little blunt and abrasive and they act as a barrier in their relationships with him.
One day, Goswami is assigned to work on an important project with Maya, a bright but more collaborative colleague from another department. As they brainstorm ideas, Maya notices Goswami correcting even small suggestions, creating a sense of caution and unease in the room. Recognizing the effect of Goswami’s approach on her, Maya invites him for a coffee break, initiating a candid yet compassionate conversation.
Maya shares a story about her early career: “I once had a boss who was quick to dismiss ideas. It made me feel inadequate, even though he was brilliant. It was only later that I realized he was just as afraid of failure as I was.” Her story resonates with Goswami, who hadn’t thought of his urge to correct as stemming from his own need for validation, certainty and control.
Goswami begins to see that by letting go of this urge to make others wrong, he could become a more encouraging leader, creating a safer space for his team members, their ideas and initiatives.
Inspired by Maya’s story, Goswami starts using a new approach - Curiosity over Corrections. Instead of pointing out errors immediately, he pauses for few seconds and then asks questions like: “What would happen if we tried it this way?” or “Can you help me understand this from your angle?” or ‘Is there anything we are assuming here?’, etc.
This subtle change helps Goswami empower his team to explore their ideas without fear of judgment.
When the inside urge to control people, their way of being and their approach to dealing with things diminishes in Goswami, his team gets comfortable working with him and starts delivering great results and innovative solutions.
The urge to make others wrong often stems from deep-rooted psychological impulses—like the need to validate our perspectives, feel competent, or assert control. For managers, this tendency can subtly sabotage teamwork, erode trust, and create defensive work atmospheres.
Curiosity over Corrections is helping Goswami.
It is helping me.
It may help you too.
Please try and share your experience.