Codie Sanchez

I knew all there was to be known.

And because of

My very expertise, I made an error.

I thought I knew more than I did.

I overreached.

My humility left me.

And I think that for most leaders, when we confront failure, our first assumption is it's a failure of incompetence, and it rarely is.

Most failures at a high level are failures of overconfidence.

People just, they're just way too sure of themselves.

They overestimate the certainty with which they know certain things.

they minimize the downside risk, because there are people who don't face a lot of downside risks.

You know, I could go on.

They've had a long track record of success, they can't imagine failure.

It's not even in the back of their mind, and so they're unprepared for it when it happens.

And you know,

When you're, like I said, when professionals fail, I think it's far more often overconfidence than incompetence.

Well, I'm going to cheat and say it depends.

It really depends on the nature of the leadership challenge.

So I did this project.

episode of my podcast with um the with the former chief of staff of the air force and the former secretary of the air force and they were talking about a mistake they made when they were working together in the air force and they'd written a book about leadership which is where i read the story and their notion of what effective leadership was was servant leadership that