Those who score high in judgment make decisions based on evidence and logic, rather than emotions or popular opinion. They demonstrate a sense of intellectual courage, challenging their own thinking by actively seeking out ideas that go against their own.
Most importantly, those high in judgment are not afraid of changing their mind or revising a previously held belief in response to new evidence. They tend to make rational choices, taking the time to think things through and compare all viewpoints rather than jumping to conclusions.
People high in judgement risk being seen as a contrarian—having a constant impulse to point out the faulty thinking or biases of other people. In certain circumstances, one may also have to commit to a decision even when new information arises. Commitment to certain important things (a job, a partner, a purchase you can't return) requires accepting the outcomes of imperfect information.
As a leader, those high in judgment can recognize their own biases and prevent them from getting in the way. They aren't stubborn or overconfident, taking into account all options and drawing on the skills and experiences of others as well as themselves when deciding the best approach to a challenging situation. Once others recognize and begin to trust their judgment, they will naturally want to follow them. This means leaders high in judgment don't have to use dominant influence styles as they attract a natural followership.
In developing judgment, one has to become aware of their current biases and any defensiveness that may discourage alternative perspectives. Try to reduce selective exposure, and take the time to pay attention to both sides of an issue. It's important to consider what you may need to know as opposed to only what you want to hear.
Those who score low in judgment exhibit a "myside" bias—wanting to confirm their own beliefs and opinions rather than challenge them. They base decisions on emotion, letting intuition be their guide.