Why Being Right Isn’t Enough

Master Situational Awareness and Focus on What Truly Matters

In my previous post, I explored the concept of situational awareness—an essential skill that separates those who achieve their goals from those who don’t. High situational awareness changes how people plan. They account for what they don’t know and constantly evaluate how much effort they’re risking.

Let’s dive deeper into this idea.

An entrepreneurial mindset

I’ll never forget an entrepreneur I met—a man who could have retired in his 30s. While on vacation, he happened to pass near a marble quarry, a lucky coincidence. Seizing the moment, he decided to transport a slab of marble in his Lexus trunk across half of Europe to test whether he could turn it into a table. His goal? To launch a small, hand-crafted production of marble coffee tables.

The risks were measured: the suspension of his car, some trunk space (possibly at the expense of a few souvenirs), and the time of a local craftsman who could transform the slab into a prototype. While the idea didn’t pan out as he hoped, the table itself was stunning and now serves as a centerpiece for entertaining his guests at home.

The lesson? His situational awareness allowed him to take a calculated risk, one that cost little but had the potential for significant reward. Even in failure, he gained value—an experience, a lesson, and a beautiful piece of furniture.

The Importance of Being Right—And Why It’s Not Enough

One curious aspect of situational awareness is that you can be right about things you don’t control. Perhaps you have an accurate view of why your company struggles or why certain consultants miss the mark. Yet, moral victories like these don’t matter if they don’t translate into influence or action.

Without the ability to act, situational awareness can become a burden. You may grow frustrated with how others fail to see what you see, but unless you can influence change, you’re on the path to burnout. In simple terms, if you’re not influencing outcomes, your opinion doesn’t matter. Situational awareness without action is wasted effort.

Why “Not Being Wrong” Matters More Than “Being Right”

In practical terms, it’s often more critical to avoid being proven wrong than to prove you were right. Being proven wrong opens you to criticism—criticism that can undermine your credibility. This is especially dangerous if the critique comes from someone influential enough to make others listen.

For instance, if your boss claims you failed, you have a problem. On the other hand, if you’re the CEO of a multinational company and an intern suggests you overlooked something, you can dismiss it—unless that criticism gains traction.

Balance is essential.

One critic doesn’t matter, nor do two. But if a significant part of your team loses respect for you, you’re in trouble.

The perception of being wrong at scale is what erodes influence and authority.

The Control-Influence-Accept Framework

The most basic rule of situational awareness is to focus on things you can control and those you can influence. As for things you can only accept? They’re not worth your energy. You can do nothing about them.

The paradox is that being right about uncontrollable factors feels good. It boosts self-worth and offers an easy excuse for unmet goals: “If only others weren’t so blind.” This is the fuel many influencers use to gain popularity—but it leads nowhere productive.

Instead, ask yourself the real question: What’s the right problem for me to solve? Should I focus on curing cancer or simply making my neighbor smile?

The answer lies in your ability to take action, not just in your ability to understand.

Final Thoughts

Situational awareness isn’t about knowing everything; it’s about knowing what matters. It’s about seeing the whole picture and choosing the right problems to focus on. High situational awareness means aligning your efforts with your ability to act, avoiding unnecessary risks, and understanding when to walk away.

So, what’s your next move? Are you calculating your risks and focusing on what truly matters—or are you simply right about things you can’t control?