If you can’t say what would change your mind, you’re not deciding—you’re declaring. Reversal conditions turn decisions into hypotheses. They also make it safe for people to surface new evidence.

The best candidates calibrate in real time: they ask clarifying questions, they adjust their answer, they name uncertainty. Overconfidence is often just untested certainty. Calibration is a skill you can watch for in the room.

Most execution problems are queue problems: too many priorities, too many interrupts, unclear ownership. Pick fewer items, name the interrupt policy, and publish who decides. People relax when the queue is protected.

If feedback is rare, it becomes scary. Make it frequent, small, and specific, and it becomes normal. The goal is not “candor.” The goal is tighter loops.