Wisdom In Leadership… Do We Have The Time To Be Wise?
In today's corporate world, where speed often seems like the ultimate competitive advantage, many leaders and organizations risk losing something far more valuable: wisdom. The question is pressing—do we have time to be wise?
I was inspired to revisit this question by Manfred Kets de Vries' essay on wisdom. Kets de Vries reminds us, 'wisdom can't be taught,' it emerges instead through life's crucible: reflection, vulnerability, relationship, and, perhaps most importantly, teaching others. He argues that simply transmitting information—even the best advice—is not enough to cultivate wisdom. It comes from grappling with ambiguity and experimenting in the messy reality of life and work.
As my Organizational Behavior professor at INSEAD, Kets de Vries challenged us to think about how to apply principles, not just learn them. That challenge remains deeply relevant today. In the whirlwind pace of modern corporate life, do we leave ourselves any space to reflect, or are we moving so fast that we undermine our capacity to become wise?
Wisdom vs. Intelligence: Depth vs. Speed
Some leaders still confuse wisdom with intelligence. But intelligence is about speed—how fast we can think, how much we can recall. Wisdom, by contrast, is about depth: it asks not only what is true, but what matters. Intelligence builds tools; wisdom asks if we should use them. That critical pause—questioning not just can we, but should we—is precisely what today's pace threatens to erase.
Robert Sternberg's 'Balance Theory of Wisdom,' published in Review of General Psychology (2003), underscores that wise leaders balance their interests with those of others and the broader environment. Unlike intelligence, which focuses on immediate problem-solving, wisdom weighs long-term consequences, ethical trade-offs, and diverse perspectives. Doing this well requires time, careful consideration, and a willingness to sit in the grey areas of decision-making.How Wise Leaders Teach—And Why That Takes Time
Although wisdom can't be taught like a checklist, wise leaders create environments where it can grow. Barry Schwartz in 'Practical Wisdom' describes how leaders model virtues such as patience and humility, share stories of their own failures, and encourage questioning—all of which require time and a willingness to pause.
Ikujiro Nonaka, describes the power of 'ba' —shared spaces where people engage in collective sense-making. Leaders who create these spaces allow teams to experiment and learn from one another's perspectives, cultivating the collective wisdom that fast-paced, siloed cultures often crush.
Research by McKenna, Rooney, and Boal (2009) shows that wise leaders recognize patterns, reframe problems, and guide organizations through uncertainty—all while helping others do the same. But recognizing patterns or reframing problems doesn't happen in a sprint; it requires time for reflection and dialogue.
From Knowledge Hoarders to Wisdom Cultivators
Many executives mistakenly equate expertise with wisdom. But wise leaders don't hoard knowledge to dominate discussions; they use it to spark exploration. They ask, 'What do you think?' or 'What might we be missing?'—questions that invite deeper reflection and collective insight.
This approach helps others develop independent thinking and creates a ripple effect: teams become better at weighing multiple perspectives, considering ethical consequences, and challenging their assumptions—skills essential in a complex, rapidly evolving world.
Wisdom's Cultural Impact
Organizations led by wise leaders become learning organizations. Employees feel safer to challenge ideas, voice concerns, and innovate. Psychological safety—identified by Amy Edmondson in 'The Fearless Organization' (Wiley, 2018)—is the hallmark of workplaces where wisdom can flourish rather than be stifled. When leaders create time and space for reflection, organizations shift from cultures of compliance to cultures of thoughtful engagement, unlocking innovation and resilience even in turbulent markets.
The Bottom Line: Making Time for Wisdom
Wisdom remains elusive but essential. As Sternberg, Schwartz, and Nonaka show, it cannot be taught by manuals or training programs—but it can be modeled and nurtured in environments that value reflection, humility, and moral courage.
But to do this well, leaders must first acknowledge a hard truth: wisdom takes time. Time to reflect. Time to engage others in dialogue. Time to pause before reacting. Without it, we may become faster—but not wiser.
As the proverb reminds us, 'Knowledge speaks, but wisdom listens.' In our drive for speed, we must not forget to slow down long enough to listen—and to create the time and space for ourselves and our teams to become wise.
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Wisdom Takes Time In today's corporate world, where speed often seems like the ultimate competitive advantage, many leaders and organizations risk losing something far more valuable: wisdom. The question is pressing—do we have time to be wise? I was inspired to revisit this question by Manfred Kets de Vries' essay on wisdom. Kets de Vries reminds us, 'wisdom can't be taught,' it emerges instead through life's crucible: reflection, vulnerability, relationship, and, perhaps most importantly, teaching others. He argues that simply transmitting information—even the best advice—is not enough to cultivate wisdom. It comes from grappling with ambiguity and experimenting in the messy reality of life and work. As my Organizational Behavior professor at INSEAD, Kets de Vries challenged us to think about how to apply principles, not just learn them. That challenge remains deeply relevant today. In the whirlwind pace of modern corporate life, do we leave ourselves any space to reflect, or are we moving so fast that we undermine our capacity to become wise? Wisdom vs. Intelligence: Depth vs. Speed Some leaders still confuse wisdom with intelligence. But intelligence is about speed—how fast we can think, how much we can recall. Wisdom, by contrast, is about depth: it asks not only what is true, but what matters. Intelligence builds tools; wisdom asks if we should use them. That critical pause—questioning not just can we, but should we—is precisely what today's pace threatens to erase. Robert Sternberg's 'Balance Theory of Wisdom,' published in Review of General Psychology (2003), underscores that wise leaders balance their interests with those of others and the broader environment. Unlike intelligence, which focuses on immediate problem-solving, wisdom weighs long-term consequences, ethical trade-offs, and diverse perspectives. Doing this well requires time, careful consideration, and a willingness to sit in the grey areas of Wise Leaders Teach—And Why That Takes Time Although wisdom can't be taught like a checklist, wise leaders create environments where it can grow. Barry Schwartz in 'Practical Wisdom' describes how leaders model virtues such as patience and humility, share stories of their own failures, and encourage questioning—all of which require time and a willingness to pause. Ikujiro Nonaka, describes the power of 'ba' —shared spaces where people engage in collective sense-making. Leaders who create these spaces allow teams to experiment and learn from one another's perspectives, cultivating the collective wisdom that fast-paced, siloed cultures often crush. Research by McKenna, Rooney, and Boal (2009) shows that wise leaders recognize patterns, reframe problems, and guide organizations through uncertainty—all while helping others do the same. But recognizing patterns or reframing problems doesn't happen in a sprint; it requires time for reflection and dialogue. From Knowledge Hoarders to Wisdom Cultivators Many executives mistakenly equate expertise with wisdom. But wise leaders don't hoard knowledge to dominate discussions; they use it to spark exploration. They ask, 'What do you think?' or 'What might we be missing?'—questions that invite deeper reflection and collective insight. This approach helps others develop independent thinking and creates a ripple effect: teams become better at weighing multiple perspectives, considering ethical consequences, and challenging their assumptions—skills essential in a complex, rapidly evolving world. Wisdom's Cultural Impact Organizations led by wise leaders become learning organizations. Employees feel safer to challenge ideas, voice concerns, and innovate. Psychological safety—identified by Amy Edmondson in 'The Fearless Organization' (Wiley, 2018)—is the hallmark of workplaces where wisdom can flourish rather than be stifled. When leaders create time and space for reflection, organizations shift from cultures of compliance to cultures of thoughtful engagement, unlocking innovation and resilience even in turbulent markets. The Bottom Line: Making Time for Wisdom Wisdom remains elusive but essential. As Sternberg, Schwartz, and Nonaka show, it cannot be taught by manuals or training programs—but it can be modeled and nurtured in environments that value reflection, humility, and moral courage. But to do this well, leaders must first acknowledge a hard truth: wisdom takes time. Time to reflect. Time to engage others in dialogue. Time to pause before reacting. Without it, we may become faster—but not wiser. As the proverb reminds us, 'Knowledge speaks, but wisdom listens.' In our drive for speed, we must not forget to slow down long enough to listen—and to create the time and space for ourselves and our teams to become wise.
