Dont be a full cup

Many technical leaders act like a full cup, pretending they have all the answers to meet optics pressure and high performance expectations. The metaphor shows how they fill themselves with knowledge, data, and expertise to the point where no new input can be added, even though deep down they know the premise is false.

This self-imposed fullness makes them less open to ideas from their teams and only receptive to input from higher-up authority. The result is a narrowing of perspective, weaker decision-making, and a culture where team members hesitate to share insights.

The practical fix is to adopt a three-quarter-full cup mindset in everyday interactions-1:1s, product discussions, and decision forums. By consciously leaving room for advice and external ideas, leaders stay receptive and can ask for input without feeling vulnerable.

When the situation calls for projecting confidence-such as senior leadership meetings-leaders can temporarily shift to a fully full cup, presenting a polished narrative backed by the extra input they gathered while staying three-quarters full.

Staying partially open improves decision quality, keeps teams engaged, and prevents blind spots that often arise when senior leaders stop listening. It balances the need for optics with the need for continual learning and collaboration.