In the world of leadership, courage is often associated with bold decision-making, taking risks, and leading others through uncertainty. But there’s a quieter, more profound form of courage that great leaders demonstrate: the courage to unlearn. Unlearning, in this context, is the process of letting go of long-held beliefs, assumptions, and practices that may no longer serve a leader or their organisation. It requires humility, self-awareness, and a willingness to adapt in the face of new realities.
While most leaders are praised for their knowledge and expertise, those who excel in today’s dynamic world understand that clinging too tightly to their own views can be a liability. True courage lies in the ability to question everything—even their own convictions—and pivot when necessary.
The world is constantly changing, and so are the challenges leaders face. Whether it’s new technology disrupting established industries or shifting societal values, no leader can rely on past strategies to navigate the future. In many cases, the knowledge that once helped leaders succeed can become an obstacle to progress. Being able to unlearn outdated ideas and make room for fresh perspectives is vital for staying relevant and effective.
However, unlearning is no simple feat. It often means challenging deeply ingrained beliefs that may have defined a leader’s career. It requires acknowledging that what worked in the past may no longer work today—and that’s a humbling realisation. Leaders who are courageous enough to unlearn not only pave the way for growth but also set an example for their teams to embrace change.
Assumptions are the building blocks of decision-making. They help leaders process information quickly, but they can also be blinders that prevent innovation. When leaders rely too heavily on assumptions, they risk falling into the trap of thinking they already know the answers. This mindset can lead to stagnation, where new opportunities and challenges are dismissed because they don’t fit into established patterns of thought.
Great leaders, on the other hand, recognise the danger of assumptions. They actively seek to test their beliefs, asking hard questions like: “What if I’m wrong?” or “What if the situation has changed?” This willingness to engage with uncertainty is a hallmark of courageous leadership. It’s about resisting the urge to defend past decisions and instead asking, “What’s the best way forward now?”
Innovation doesn’t come from knowing all the answers—it comes from asking the right questions. Leaders who are open to unlearning are often the ones who drive the most transformative changes. They don’t cling to what they already know but remain curious and open to new possibilities.
For instance, consider the case of a CEO who has built a successful company using traditional business models. As digital transformation sweeps through the industry, this leader may realise that the old way of doing things isn’t enough to stay competitive. Rather than doubling down on outdated strategies, they have the courage to unlearn their assumptions about how business should be done and explore new approaches. This flexibility allows them to lead their organisation into new markets and opportunities, ensuring long-term success.
Unlearning requires a level of humility that many leaders struggle with. It’s hard to admit that the things you’ve relied on—your knowledge, experience, and expertise—might no longer be useful in certain situations. Yet, it’s this humility that enables leaders to stay open to change and adapt as needed.
Courageous leaders aren’t afraid to admit when they don’t have all the answers. Instead, they create environments where questioning is encouraged and learning is ongoing. This kind of humility not only strengthens their leadership but also earns them respect from their teams. It shows that they are committed to the success of the organization, not just their personal pride.
So how can leaders cultivate the courage to unlearn? It starts with self-reflection. Leaders need to regularly evaluate their own beliefs and assumptions, especially when faced with new information or challenges. They must be willing to listen to dissenting voices, whether from within their organisation or from external advisors. And they must create a culture where unlearning is seen as a positive process, not a sign of weakness.
One practical approach is for leaders to actively seek out situations where their assumptions may be tested. This could be through reading perspectives outside their field, engaging in conversations with people who hold different views, or even stepping into new roles that push them out of their comfort zones. By exposing themselves to diverse viewpoints and experiences, leaders increase their capacity for unlearning and growth.
Leaders who master the art of unlearning not only stay ahead of the curve but also create organisations that are more resilient and adaptable. When a leader demonstrates the courage to challenge their own beliefs, it sends a powerful message to their teams: that learning and adaptation are continuous processes, and that no one—including the leader—is beyond the need for growth.
In an age where rapid change is the norm, the ability to unlearn may be one of the most important leadership qualities. Leaders who possess the courage to unlearn don’t just react to change—they lead it. And in doing so, they prepare their organisations for a future that is unpredictable, but full of potential.
The courage to unlearn is what separates great leaders from the rest. It’s not about abandoning what’s been learned but about having the insight and bravery to recognise when certain beliefs no longer serve a purpose. By challenging their own assumptions and remaining open to new ideas, courageous leaders stay relevant, inspire innovation, and create lasting impact. As the world continues to change, leaders must learn, unlearn, and relearn—constantly questioning what they know in the pursuit of better leadership and brighter futures.