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HBR IdeaCast · 2026-07-21 · 29 min · 4,968 words

Why Great Leaders Need More Than Good Judgment

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I'm Adi Ignatius. I'm Alison Beard and this is the HBR IdeaCast. Alison, we hear over and over again that it has never been harder to lead a company. And a lot of that has to do with the challenge of charting the way forward in this hyper uncertain environment. So the impulse of many leaders is to act, to be decisive, to move at speed, which is a great approach. But not if you don't know where you're going. Sure, you don't want to act without fully understanding the situation that you're in.

But at the same time, you don't want to be paralyzed by overanalysis. Exactly. So our guests today are making the argument that leaders should not rely exclusively on their own judgment because they cannot manage this environment effectively based just on their own experience and insight. So They need to find a way to both quickly and systematically bring additional voices and perspectives into the tent. So important to let all the stakeholders weigh in, especially employees on the front lines of an issue, and to gather outside insights from human experts as well as maybe artificial intelligence, but to do that at speed. Absolutely. So joining me today are two people who've long worked with CEOs and other executives. They are Cornelia Cho, who heads the Leaders Alliance, and executive coach Marshall Goldsmith.

They are co-authors of the new book, The Panoramic Leader, How Great Leaders See Differently. Which offers a playbook for increasing the chance that you're on the right path, that you're better prepared to make consequential decisions. Here is our conversation. Cornelia and Marshall, thank you for being on the HBR idea cast. Oh, thank you for asking us. Thank you. It's such a pleasure, Adi. There are a lot of books out there on leadership and leadership paradigms.

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