In a world where staying adaptable is key to success, Tim Cook, CEO of Apple, has shared a leadership lesson that profoundly shaped him. He credited one specific skill learned from Steve Jobs as particularly transformative: the ability to change one’s mind when presented with new evidence. As Cook recalls, “He could change like this. I, initially, was sort of taken aback by that. And then I became so enamored with it.”
For Cook, Jobs’ willingness to shift perspectives was nothing short of “a brilliant skill”—a quality that he sees as rare in most people. Cook pointed out that many individuals struggle with changing their views because they become “married to their past views.” Often, emotional factors like fear or anger play a significant role in the formation of these views, creating deep-seated cognitive biases that prevent people from reassessing their opinions, even in the face of compelling new facts.
This resistance to change isn’t just a personal quirk; it’s a challenge that is deeply embedded in how our brains process information. Research from human development experts like University of Connecticut’s Keith Bellizzi shows that our emotions often hijack our decision-making process, making it more difficult to detach from long-held beliefs. Even when presented with a new set of clear facts, our minds often cling to the familiar.
But what if we could overcome that? The ability to pivot when confronted with new information—what psychologists call “cognitive flexibility”—is a key trait for effective leaders. It’s not just about changing your mind for the sake of it; it’s about allowing yourself to weigh a range of informed opinions and evolving with the latest insights.
Leaders, in particular, benefit greatly from this trait. The most impactful decisions are rarely made in a vacuum; they are the product of research, data, and the collective intelligence of teams. Leaders who can detach from past opinions and adapt based on new evidence can foster innovation, improve problem-solving, and enhance the effectiveness of their decisions.
Being flexible in thought doesn’t imply indecision—it shows openness to growth and learning. In Cook’s case, the brilliance of this skill lies in its humility. To change your mind requires admitting that you may have been wrong or that there’s a better way forward, and that’s often not easy, especially in high-stakes environments.
As Cook observed, few people have mastered this art. But for those who can, the rewards are immense. Cultivating cognitive flexibility allows leaders to remain open to new possibilities, make smarter decisions, and ultimately steer their organizations toward greater success.
This lesson is a powerful reminder: the strength of a great leader doesn’t come from holding onto the past but from being willing to embrace change in pursuit of something better.
