Be Wrong More Often

The best product leaders are comfortable being wrong. They’ve figured out that waiting for certainty costs more than making mistakes. Every day you spend seeking perfect information is a day you fall behind.

Strong opinions accelerate learning. Each one tests a hypothesis about users or the market. Some fail, and each wrong assumption teaches you something about your product or the people using it.

Most breakthrough products started as ideas that seemed misguided. Early versions were rough, value propositions unproven. But the teams had focus and conviction when data was scarce and feedback was mixed. Waiting for all the answers is just fear dressed up as caution.

Exceptional product leaders are more decisive than accurate. They push into territory where certainty doesn’t exist. Each wrong turn narrows the path, which is exactly what you want.

Commit fully to your best hypothesis. Tentative implementations produce ambiguous results. When you build something with conviction, reality responds with clarity. That’s how you develop product intuition—confident action, honest assessment, repeat.

Being right feels nice. Being confidently wrong feels like progress.

So risk the stumble. It’s the only way forward.