One of the most insidious effects of ego in leadership positions is the silent — and persistent — belief that “I know more than everyone here.”. It's not explicit arrogance. Sometimes, comes in a cordial tone, in a “I’ve experienced this before” or in a “trust me, I know what I'm doing”. But what hides behind these phrases is a very dangerous trap.: the inflated self-confidence that feeds on the position of power.
This is where true listening disappears. The leader stops seeking new information, to consider divergent ideas or even to realize that reality has changed. It's not just that he doesn't listen — he doesn't believe he needs to hear. Why, at some point, began to confuse experience with infallibility. And that's where the organization starts to stumble.
“We become more confident in our opinions than the facts often warrant.” Daniel Kahneman
Psychologist Daniel Kahneman, when studying human behavior in complex decisions, showed that overconfidence is a cognitive bias — not a virtue. Leaders guided by this bias believe they see the bigger picture, When, as a matter of fact, they are only seeing the version that fits in the mirror itself. And when the team realizes that their ideas won't really be considered, silence sets in. Not respectful silence — but the one that hides giving up, fear and conformity.
I've been in meetings where no one dared to disagree., even in the face of clearly wrong decisions. The atmosphere was of consensus, but what existed there was a minefield of insecurities. Because when listening dies, innovation falls ill. And engagement too.
For those who lead from the bottom up — and yes, This is possible — the solution is to create small gaps in influence, even when the direct channel is blocked. One tactic I’ve seen work is building “reverse proposals.”: instead of confronting, offer alternatives in the form of questions. Something like: “Do you think it would be worth testing another path in parallel?” or “How do you see the risks of following this approach alone??”. Questions that don't challenge the ego, but that plant creative doubts.
Another strategy is to create alliances with other professionals who also feel this limitation. Often, a leader who does not listen to an isolated voice may open up when he realizes that there is a pattern. Building collective legitimacy can break, little by little, the bubble of absolute certainty.
Lastly, It is necessary to decide to what extent it is worth remaining in this environment. When the illusion of omniscience becomes culture, the space for individual development runs out. It's not weakness to recognize this — it's professional maturity. Há contextos em que a nossa energia faz mais sentido investida em lugares onde o aprendizado é mútuo e a escuta é viva.
Liderar não é ter razão — é ter abertura. Um líder que escuta é aquele que entende que sua autoridade cresce na mesma medida em que permite que outras vozes também brilhem. Já aquele que só escuta a si mesmo, um dia, se verá falando sozinho. E talvez nem perceba.
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