Good Judgement: Because Dumb Luck Isn’t Real Leadership

When you were a kid, did your parents ever look at you—maybe after some “creative” decision—and say, “That was good judgement!” or “You did not use good judgement!”? Be honest: at that point in your life, did you actually know what they meant? Or were you just guessing, chalking it up to luck or their mood that day? Even as a child, though, your judgment came from somewhere—probably a chaotic mix of trial, error, and sheer dumb luck.

Let’s break this down a bit. Merriam-Webster defines judgement as “the process of forming an opinion or evaluation by discerning and comparing.” Meanwhile, the Cambridge Dictionary adds a layer, calling it “the ability to form valuable opinions and make good decisions.” See what the Brits did there? They snuck in the words valuable and good. So apparently, judgment across the pond comes with a moral upgrade. Either that, or we Americans have just watered it down.

Why Good Judgement Matters

 Being known as someone with “good judgement” is an asset in any role, but for leaders, it’s non-negotiable. Recently, while chasing information on artificial intelligence (and probably procrastinating), I stumbled on a scientific paper from MIT titled, Artificial Intelligence, Scientific Discovery, and Product Innovation by Aidan Toner-Rodgers. Now, I won’t pretend it was light reading—more “dry as dust” than “edge of your seat”—but one insight stood out.

Toner-Rodgers found that in a group of scientists using AI to develop new materials, those with the best judgement consistently outperformed their peers. It wasn’t the idea-generators or the tireless experimenters; it was the people with strong judgment who drove the most success. It got me thinking about the most effective leaders I’ve worked with, coached, or observed. They all had this intangible quality that I’d sum up as—you guessed it—judgement.

The Big Three: What, How, and Why

 So, let’s get into the meat of it. Three questions can help you as a CEO or leader tackle this topic:

  1. What is good judgement?
  2. How do you develop it?
  3. How do you deploy it?

What Is Good Judgement?

 I believe good judgement boils down to three key ingredients:

  1. Knowledge: You can’t make good decisions without knowing what you’re talking about.
  2. Decision-making ability: A process, not a mystical gift.
  3. Positive values: Shout-out to the Brits for reminding us that judgement should align not only with financial success but also with compassion, fairness, and meritocracy. (Sorry, narcissists—you’re out.)

 How Do You Develop It?

 Knowledge
Good judgement starts with knowing things—and knowing true things. This means being curious, avoiding confirmation bias, and engaging with diverse perspectives. Read widely, consult credible sources, and for the love of all that’s holy, don’t let social media be your primary knowledge bank. Great leaders are lifelong learners. They actively challenge their assumptions, even when it’s uncomfortable (especially then).

Decision-Making Ability
Decision-making isn’t magic; it’s a learnable process. Here’s the short version:

·      Define your desired outcome (what you must have vs. what you’d like to have).

·      Identify your alternatives.

·      Weigh the risks and costs.

·      Make the call.

·      Got confidence issues? Start there. Indecisiveness is a leadership dealbreaker. If you’re stuck, maybe leadership isn’t your lane—yet.

Positive Values
Good judgement isn’t just about making quick decisions; it’s about making the right ones. That means grounding your choices in not only profit, but compassion and a genuine desire to do good. Narcissists, by contrast, operate on a single value: “What’s in it for me?” Sure, they can be decisive, but their judgement is singularly focused.

How Do You Deploy It?

 If you’ve got good judgement, you’ll feel compelled to spread it like peanut butter across your organization. Not by micromanaging every decision—please don’t—but by building processes that institutionalize good judgement at every level. The goal isn’t to be the only person in the room with answers; it’s to create a culture where everyone’s using sound judgement.

A Final Question

 I’ve gone on longer than usual here, so let me leave you with a question: What concrete steps can you take to make your organization one that consistently uses good judgement?

 

I’ll bet you’ve got a killer answer!

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