Volume XXIII, Number 18 (Issue 1127) | May 5, 2025
The Older I Get…
… the less certainty I have. Perhaps that is because I realize there is much I do not know or understand. Perhaps it is because I appreciate that few things in our world are all-black or all-white.
That is not to say I am without strong convictions. When it comes to my personal value system – grounded as it is in traditional Judeo-Christian teachings – I believe I have a sound moral compass. While that compass has always afforded me a true north, I have not always adhered to its prescribed course. But for the past three-plus decades, I have been more attuned to the bearings it has shown me.
Yet even with that compass as a dependable guide, I cannot claim I always do the right thing. Like you, I suffer from a litany of human failings. Being judgmental is but one of my shortcomings. Thus, it is far too easy for me to fall into the trap of thinking those who do not subscribe to and practice behaviors identical to mine are in the wrong. Yet I also know that for me to think that way means I am guilty of binary bias. At my core I know that such thinking is wrong since there are few absolutes – a notable exception being natural laws and principles.
Sadly, a black and white mindset allows no room for gray areas. As such it is a primary source of conflict – miscommunication being the other. The thing is, the older I get and the more I study and reflect, the less confident I am in multiple aspects of what I believe and hold most dear. That is not to dismiss my beliefs so much as to wonder if other views of what is right and ethical may also have validity.
For instance, several years ago I was retained to provide coaching to multiple executives, including two who were thought to be finalists to succeed the client’s incumbent CEO when the time came. As to be expected, I had a stake in this effort for a couple of reasons. First, I was deeply involved in their selection following a rigorous screening process. Second, as part of my assignment I designed their individual development programs. However, the more time I spent in one-on-one sessions with each of them coupled with the feedback I was getting from other sources, the less convinced I was that either of them was the best candidate. In fact, as time passed, the more certain I was there was a third internal candidate who was far better suited to be the next CEO. This third individual initially expressed zero interest in the role. However, the more time I spent with him and observed him in action, the more convinced I became he was the better option. Upon reaching this conclusion I shared my thoughts with the client’s board. The last time I checked, that is the direction they are now taking.
In summary, what I have learned (and am regularly reminded of) is that when it comes to making important decisions, the quality of the data matters as much if not more than the quantity of the data. That is not to discount quantity, but the better the quality, the better your insight and decision. The pursuit of complete knowledge can cause us to miss important opportunities. Perfection, in that sense, cannot be allowed to be the enemy of the good.
Decision-making is best served when we can keep an open mind. Moreover, once a decision is made, we must be careful to prevent our ego and any temptation to protect our legacy decisions to stand in the way of a different, better course. Everything in our environment is in a constant state of change and one’s thinking must be equally flexible.
Soli Deo Gloria
“For I will not trust in my bow, nor will my sword save me.” Psalm 44:6
J. Keith Hughey
Mobile: (210)260-0955
E-mail: keith@jkeithhughey.com
Website: www.jkeithhughey.com
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