Why I’m Calling BS on “The Right Way”

Author

Charlene Li
February 25, 2025

Is there a “right” way to do something or be something?
Is one way of managing your time superior to another? 
Is there a better way to lead a team?

I’ve been wrestling with this idea a lot lately, especially when it comes to my personal habits. If there’s one right way, that implies there are plenty of wrong ways. 

But…are there?

I don’t think so. And here’s why.

Dictating one right way to do something—hit a goal, create a habit, raise a kid, cook a meal—or be something—a leader, a disruptor, an early adopter, a parent—puts way too much pressure on us to perform.

It detracts from the nuance and diversity present in how we show up. Instead of reveling in it, we’re creating guilt and shame around it: “You must not have control over your team if you’re still letting them work from home.” Or: “Your kid is eating a turkey sandwich … on gluten-filled bread?!”

The more allowance we give ourselves to show up in a way that works for us—that’s true to who we are—the more freedom and latitude we have as leaders. The same applies when we allow and encourage our teams to come to work as their whole selves.

It’s just one more reason our entire construct of “right” and “good” needs to change. When we insist there's only one right way to work, lead, or solve problems, we're not just limiting individual potential—we're stifling the very diversity of thought and approach that drives innovation.

Why wouldn’t we want diversity on our teams? Why wouldn’t we celebrate different perspectives, strengths, and backgrounds? There’s irrefutable research that connects diversity to innovation and better business results. 

So instead of looking for culture fit, let’s look for culture add. 

There’s no one perfect candidate for a job, the same way there’s no one right way to lead a team or drive change or be successful. (And, by the way, I can’t tell you how many leaders have bemoaned that they have to “pass over qualified white male candidates to hire diversely.”) 

Diversity is NOT a compromise. It’s a necessity, especially for disruptive leaders. 

Here’s an example. I was speaking with a venture capitalist and I asked how they were addressing the fact that female and non-white entrepreneurs get funded at significantly lower rates. They admitted that, in the end, with equally compelling opportunities, they would choose a male Stanford grad over pretty much any other leader. That’s because of their familiarity and comfort level with that profile.

But how much time are they spending outside of that precious bubble to meet and understand other types of entrepreneurs? How much better would they be at seeing and sensing disruptive shifts on the horizon if they worked side by side with diverse board members?   

The sooner we abandon the outdated paradigm of the best, perfect, and ideal way to do things, the better. Who knows what wonderful, ingenious things will unfold in its wake?

At the end of the day, it doesn’t matter how things happened or if they were perfect. What really matters is whether things got done and you moved forward.

Do you think there’s one right way to do things? Can you think of any examples when it might actually be a good idea?

- Charlene

What I Can’t Stop Talking About: 

  • The hard truth about soft skills. When you're battling startup odds, it's tempting to focus solely on product-market fit and fundraising. But here's what successful exits taught me: Master the "soft stuff" or watch your "hard stuff" crumble. Here's why—and how to balance both.

  • Plot twist: you're already great at change. 😉 Still clinging to a "I'm bad at change" story? Consider this: Even maintaining the status quo requires constant adaptation to shifting conditions around you. Those adjustment skills you've mastered are actually change muscles in disguise. Bookmark this—and then put that change capacity to good use. 

  • The art of meaningful feedback.There's a world of difference between dumping feedback on someone and delivering it thoughtfully. SBI’s three-step framework transformed my relationships with friends, colleagues, and even my kids! Bookmark this—and then go create a culture of feedback in your organization.

My Latest: 

  • Catch up on my webinars! You can still review the slides and recordings of my two new webinars. In “Unlocking The Power of Generative AI,” I explain how to set up a generative AI “playground,” three ways to elevate your leadership with step-by-step instructions, and the broad outlines of creating a strategy. In “Developing a Winning Generative AI Strategy for Competitive Advantage,” I walk through the steps needed to create a cohesive AI strategy. 

  • Culture eats (AI) strategy for breakfast. Even the best AI strategy falters without the right cultural foundation. In Leading Disruption, I explore why "superhuman" employees need a new kind of leadership—and how to build the trust that powers transformation. Here's how to create a culture ready for AI's challenges.

  • Bad news, good news. I hate to be the one to say it, but your list of AI use cases is not a strategy. 😬 I'll make it up to you, though: I've got a fascinating case study of how one organization turned their scattered AI initiatives into a winning strategy. Join me tomorrow, Tuesday, February 25 at 9am PT/12pm ET for my next livestream, where I'll share how they did it—and how you can, too.  

My Upcoming Appearances:

If you want me to speak at an upcoming event or conduct a workshop with your executive team, please drop me a note at [email protected]. 

If this information was helpful, there’s plenty more!

📌 Sign up for updates and early access to my upcoming book, co-authored by Katia Walsh, which is all about creating a winning generative AI strategy.

📌 Want more? Check out my weekly publication, Leading Disruption, on LinkedIn.

Thank you for subscribing to The Big Gulp Newsletter, which goes out to thousands of disruptors every other week to help you on your disruption journey—plus a curated recommendation list of the things I can’t stop talking about. 

Charlene Li

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