Both Things Can Be True: A Framework for Leading Through Complexity
I find myself saying this phrase a lot lately – probably so much that my kids will roll their eyes. It’s a common refrain to the teenagers as they navigate school, current events, and social dynamics and to clients wrestling with organizational decisions, and honestly, to myself as I process the shifting landscape around us. "Both things can be true."
It sounds simple, but in a time of political tensions, economic uncertainty, and organizational upheaval, the ability to hold two seemingly contradictory truths at once isn't just a nice leadership skill. We're living in a moment that demands nuanced thinking. The decisions leaders face today rarely have clear right or wrong answers. Federal policy changes create ripple effects that impact organizations in complex ways. Economic pressures force difficult choices. Team members are processing current events differently, and those differences are showing up in the workplace.
I see capable leaders defaulting to binary thinking: either/or, right/wrong, us/them. It's understandable - binary thinking feels safer, cleaner, more decisive. But it's also limiting, and in many cases, it's simply not true to the reality we're facing. Leadership researchers Wendy K. Smith and Marianne W. Lewis, in their work on paradoxical leadership and 'both/and' thinking, have shown that leaders who can hold competing demands simultaneously rather than defaulting to either/or choices are more effective at driving innovation and performance. Want to take a quick survey on your own paradoxical thinking capabilities, you can access their work here.
The Power of "Both Things Can Be True"
Here’s what nuance could actually look like.
We can value our staff deeply AND need to make difficult budget cuts.
Our program can be successful AND need to evolve.
This change can be necessary AND people's grief about what we're losing can be valid.
When we practice "both/and" thinking instead of "either/or" thinking, we open up space for more creative solutions, more honest conversations, and ultimately, better leadership. This matters especially now for values-based leaders and those managing teams who are processing current events in different ways. Your team members may be experiencing the same organizational reality completely differently based on their identities, experiences, and perspectives. "Both things can be true" gives you a framework to honor that complexity rather than trying to force everyone into the same narrative.
Three Ways to Practice "Both/And" Thinking
1. Approach with an Open Mind and Curiosity
Binary thinking often comes from a place of defensiveness or certainty. We've already decided what we believe, and we're looking for information that confirms it. "Both/and" thinking requires something different: genuine curiosity about perspectives that differ from our own.
In practice, this sounds like:
"Help me understand how you're thinking about this."
"What am I not seeing?"
"What would it look like if we considered both of these perspectives?"
The goal isn't to arrive at a mushy middle ground where everyone compromises their position. The goal is to understand the full picture before making decisions.
2. Make Space for Listening to All Sides
Creating space for different perspectives requires intentional effort, especially when emotions are high or when some voices are naturally louder than others. This is particularly important when your team is processing current events or organizational changes. People need to feel heard, even if they can't all get their preferred outcome. And sometimes, the act of being truly listened to helps people move from rigid positions to more nuanced thinking.
Some practical ways to create this space:
Set explicit expectations that multiple perspectives will be heard before decisions are made
Use structured processes (like round-robin sharing) to ensure everyone gets heard, not just the most vocal
Separate the listening phase from the decision-making phase - make it clear when you're gathering input versus when you're deciding
Acknowledge what you're hearing, especially when perspectives conflict: "I'm hearing that some of you feel X, and others feel Y. Both of those are valid responses to this situation."
3. Base Your Decisions and Determinations in Data, Facts, and Reality
Here's where "both/and" thinking gets practical: once you've listened to all perspectives, you still have to make decisions. And those decisions should be grounded in what's actually true, not just what feels true or what we wish were true. This is the discipline of separating feelings from facts. In Conscious Leadership we use the frame of facts or stories to integrate our thinking about topics. Really spending time to question whether you are relying on the story you are telling yourself or a clear fact.
Some questions to guide this:
What do we know for certain?
What are we assuming?
What data do we have, and what data do we need?
What are the actual constraints we're working within (not the ones we imagine or fear)?
What outcomes are we trying to achieve, and what's the evidence about what will get us there?
I recently coached a leader who was struggling with giving themselves grace to not have immediate answers in the face of rapidly shifting circumstances. We talked about the practice of taking a pause and a breath before reacting - creating space between the pressure to respond and the actual response. In that space, you can ask: What do I actually know? What's unclear? What needs more information before I can decide? This isn't about being paralyzed by analysis. It's about being thoughtful enough to distinguish between the noise and the signal, between reaction and response.
A Practice for These Times
If I could offer one practice for leaders navigating our current moment, it would be this: when you find yourself thinking "either/or," pause and ask yourself "what if both things are true?" It won't always lead to easy answers. Sometimes holding both truths will make decisions harder, not easier. But it will lead to better leadership - leadership that's grounded in reality, open to complexity, and capable of moving forward even when the path isn't perfectly clear.
This is especially important for values-based leaders who want to lead with both conviction and compassion. You don't have to choose between having clear values and being open to complexity. In fact, the most effective leaders do both. We teach our kids nuanced thinking because we want them to navigate a complex world with wisdom and openness. As seasoned adults, especially those of us leading organizations through uncertain times, we need that same capacity.