Having conviction is a superpower. But you know what’s also a superpower? Intellectual humility: knowing you might be wrong.

More often than not, we’re more wrong than we’re right.

The world rewards certainty. We promote leaders who speak without hesitation and who never second-guess themselves. We respect experts who deliver answers with unwavering confidence. The problem? This culture of certainty leads us astray.

Every breakthrough in science, every innovation in business, and every evolution in thinking began with someone admitting, “I might be wrong about what we currently believe.” Einstein questioned Newton. Darwin challenged creationism. Revolutionary entrepreneurs questioned established business models.

When I look back at my biggest mistakes, they share a common theme: I was too certain. I dismissed contradicting evidence. I stopped listening. I surrounded myself with voices that reinforced what I already believed.

The irony is that embracing uncertainty makes us more effective, not less. Research shows that teams with intellectually humble leaders make better decisions. Scientists who question their assumptions make more discoveries. Relationships flourish when both parties can admit their mistakes.

Here’s what practicing intellectual humility looks like in daily life:

• Changing your mind when presented with new evidence
• Seeking out perspectives that challenge your views
• Listening more than you speak
• Asking genuine questions instead of waiting to respond
• Acknowledging the limits of your expertise

Perhaps most importantly, intellectual humility doesn’t mean abandoning your convictions. Instead, it means holding them with an open hand rather than a closed fist. Strong opinions, loosely held.

The next time you are certain about something, pause and consider: “I might be wrong.” Those four words might be the beginning of your next breakthrough.

Bottom line: The best leaders revel in being wrong.