Many leaders feel compelled to project certainty. The instinct to appear in control—especially in high-stakes environments—can lead to over-reliance on personal expertise and a reluctance to invite outside perspectives. 

This approach may seem efficient in the short term, but in reality, it fosters rigidity, restricts innovation, and isolates leaders from valuable insights. Contrary to the old myth of the all-knowing executive, real leadership strength lies in openness, not omniscience.

Being open-minded doesn’t dilute authority—it reinforces it. Leaders who listen actively, remain curious, and stay flexible in their thinking are better equipped to navigate ambiguity, connect with diverse teams, and inspire trust. Open-mindedness, rooted in a growth mindset, sends a powerful message: we’re not expected to know everything, but we are expected to learn.

Think expansively and adjust your course

To embed this crucial leadership capability, leaders must embrace change proactively. They need to develop the agility to lead transformation, not simply respond to it. This requires the ability to solve creative problems, openness to new trends, and the courage to lead the evolution of organisational models.

Agility and flexibility is especially essential in hybrid and remote environments. Adjusting to varying employee needs and creating structures that can pivot with market changes ensures organisations stay adaptive and engaged.

An open-minded leader also cultivates psychological safety by allowing space for experimentation, including failures. It’s about creating an environment where people feel empowered to test new ideas and learn from missteps. Leaders can model this behaviour by showing a willingness to improve and explore new ways of working, leaders model the behaviour they wish to see. This encourages teams to take calculated risks and see challenges as growth opportunities, not threats.

Forward-thinking leaders also prioritise continuous development, for themselves and their teams. That means upskilling in areas like AI, remote work strategies, or inclusive leadership, while encouraging a culture that values curiosity and knowledge sharing.

And not to forget that diverse perspectives fuel better decisions. Open-minded leaders build inclusive cultures by removing bias, encouraging dialogue, and making space for underrepresented voices. 

Cultivating openness starts from within

Here are a few tips from experts at the Ivey Business School.

Dusya Vera, Professor of Strategy and Executive Director at the Ian O. Ihnatowycz Institute for Leadership, urges leaders to integrate happiness into their leadership journey: "Research reveals powerful pathways to happiness, including personal accountability, letting go of judgment, practicing acceptance, being present, adopting empowering beliefs, and embracing gratitude." Her advice for 2025: choose one happiness habit and lean into it. Growth begins inward—and it shapes how we lead outward.

Similarly, Mary Crossan, Professor of General Management and Strategy, promotes daily character development as essential leadership practice. She likens it to “going to the character gym”—a process of intentionally cultivating values like humility, courage, and integrity. For instance, Crossan uses improvisation tools like “yes-and” to strengthen her open-mindedness muscle in everyday conversations.

Lucas Monzani, Troost Professor in Leadership, introduces a three-step “leadership workout” to help embed this mindset:

Strength Routine: Build a solid foundation by developing both character and competence. Strong leaders draw from both.

Cardio Routine: Walk alongside your team—literally and figuratively. Listen with genuine curiosity and create psychological safety.

Cooldown Routine: Incorporate mindfulness practices to maintain emotional balance and prevent burnout.

Mazi Raz, Assistant Professor of Strategy, encourages leaders to explore embodied leadership through physical awareness and sensory engagement. His recommended practices—such as attentional observation and playful imagination—help leaders ground themselves in the present and access fresh insights through non-verbal cues. As Raz puts it, “It’s about leading not just with your mind, but with your whole self.”

Culture can be open-minded too

Creating an open-minded culture is a deliberate act. It requires systems and practices that value every voice, especially the quiet ones. Leaders should offer safe spaces for candid dialogue, provide anonymous feedback channels, and build in regular opportunities for reflection and belief-challenging exercises.

Such efforts aren’t just feel-good gestures. Research consistently shows that socially and cognitively flexible leaders foster stronger communication, trust, and innovation. When people feel heard and valued, engagement soars. Meetings become forums for ideas, not just updates, biases are addressed rather than ignored, and decision-making becomes more dynamic and inclusive.

Importantly, being open-minded does not equate to indecisiveness. Leaders who explore a range of inputs often arrive at more robust conclusions—and they’re willing to reassess when the landscape changes. That’s not weakness. That’s strategic responsiveness.

A fixed mindset says, “I should already know this.” A growth mindset replies, “I don’t know yet, but I can learn.” Leaders who favour the latter take a long view, value progress over perfection, and build habits that reinforce their development. Here are a few to try out:

• Pause before reacting to unexpected news
• Ask questions when the topic is unfamiliar
• Watch for cognitive bias, especially confirmation bias
• Reflect regularly—via journaling or quiet thinking
• Engage with diverse content and global perspectives
• Actively seek dialogue with people who challenge your views
• Take courses outside your comfort zone
• Practise a “yes, and” approach in conversations
• Treat yourself with compassion when your views are tested
• Celebrate improvement, not flawless outcomes

Neuroscience backs this up. Open-mindedness correlates with cognitive flexibility, powered by neuroplasticity. Brain regions like the prefrontal cortex and the anterior cingulate cortex enable us to process new information, manage contradictions, and adapt. In other words, your brain is wired for growth—if you give it the right conditions.