Alfred Korzybski's famous dictum reminds us that our representations of reality are always simplifications. This mental model is critical for leaders who must make decisions based on dashboards, reports, financial models, and strategy frameworks — all of which are maps, not territory. This article explores common map-territory confusions in business: mistaking metrics for outcomes, confusing the org chart for how work actually flows, and treating financial projections as certainties. It provides practical guidance for maintaining epistemic humility while still using models effectively.