In January 1986, NASA prepared to launch the Space Shuttle Challenger. Beneath the surface, however, serious concerns had been raised.
Morton Thiokol engineers had long observed erosion in the O-Rings—critical components designed to seal the joints on the shuttle’s solid rocket boosters. Instead of calling for an investigation, NASA leadership chose to expand tolerances, normalising the risk.
A conference call was held the night before launch. Engineers, led by Roger Boisjoly, warned that the freezing temperatures posed a catastrophic risk and recommended postponing the launch.
Under pressure to stay on schedule, Morton Thiokol management overruled their engineering team’s advice. Challenger lifted off the next morning—and disintegrated 73 seconds later, killing all seven astronauts.
The disaster wasn’t due to a lack of intelligence or expertise. It was the result of doubt being voiced—and then systematically ignored.
Fast, decisive leadership is often praised. But when we’re operating in uncertainty, clarity is rare—and having doubts isn’t a weakness.
Doubt provides valuable signals.
We must sit with those signals long enough to let possibilities emerge—without getting trapped in analysis paralysis.
In high-stakes chess tournaments, grandmasters don’t rush their moves—even under strict time pressure. They sit with multiple possibilities. They trust that doubt is not weakness—it’s a sign they are close to seeing something others might miss.
Leaders who treat doubt as a signal rather than a threat open up sharper, more strategic pathways forward. The skill is in knowing when to keep exploring—and when to move decisively.
In 2015, Oxford Saïd Business School, in partnership with Heidrick & Struggles, developed the CEO Report to explore how leadership was evolving in an environment of escalating uncertainty and complex change. They interviewed more than 150 CEOs across sectors and geographies to understand what separates those who thrive from those who falter.
One of the key findings? Doubt isn’t a flaw to overcome—it’s a critical leadership skill.
As Professor Tim Morris, the principal investigator, explains:
“We found that doubts are for the C-Suite what nerves are for elite athletes; if you can harness them, they become a positive force for better performance. If not, they derail you pretty quickly.” – Professor Tim Morris
Although this research was published almost a decade ago, it’s even more relevant today. The research showed that the most effective CEOs weren’t the ones who pushed for certainty at all costs. They were the ones who made space for doubt, stayed curious longer, and used that discipline to adapt thoughtfully without losing momentum.
While doubt is valuable, it needs to be managed deliberately. Otherwise, it can tip into hesitation, second-guessing, and missed opportunities.
Michael Frick, a decision-making expert, offers a practical roadmap for keeping doubt productive. Writing for Harvard Business Review, he shares that the first rule of decision-making is simple:
“Just be less certain — about everything.” – Michael Frick
But Frick doesn’t stop there. He outlines three key practices leaders should use together:
- Think probabilistically
Instead of asking, “Is this right or wrong?” ask, “How likely is this to work?” - Get outside your own head
Actively seek different perspectives.
Invite challenge. Engage people who see the situation differently. - Aggregate multiple perspectives
Don’t rely on a single source of input.
Pull together insights from different stakeholders, advisors, and team members to form a richer, more resilient view.
When leaders build these habits into their decision-making, they balance courage with curiosity—staying open to what the context demands, while still moving purposefully toward outcomes.
This is intellectual flexibility in action. Doubt isn’t the enemy of leadership. It’s the beginning of better leadership.
When you make space for it—without being captured by it—you uncover deeper insights, sharpen your strategy, and strengthen your ability to lead through complex change.
Making space for doubt moves you closer to leadership that holds when everything shifts.
