Embracing I Don't Know : A Leader's Secret Weapon

A key part of Executive decision-making isn't just about confidence; it's also about admitting I don't know. See, I don't know is quite powerful.

As the world evolves with technology, consumer needs, and climate change, these external factors seep into the organisation's internal environment. Within this space, choices must be made, and these aren't easy because we lack complete information. We don't know what's coming next, we lack all the data, and we don't have every option laid out.

The Importance of Humility and Confidence

The crux isn't that we don't know; it's in admitting I don't know and figuring out a way forward. This requires a mix of humility and a unique kind of confidence. Many senior executives grapple with this concept because admitting ignorance has been equated with incompetence. Traditionally, leaders are expected to have all the answers. But as Drucker would say, it's the questions that matter most. To ask the right questions, you must first acknowledge what you don't know.

Seeing I don't know as a starting point allows for framing the right questions, which leads to better answers and options.

Overcoming the Fear of Not Knowing

So, what prevents us from saying I don't know? And what stops us from exploring solutions together? It comes down to what is expected of us — which is — ability to know. That’s the wrong assumption. Leaders are expected to make decisions in uncertainty and not knowing.

As a first step, let's broaden our mindset, our approach to thinking, and our curiosity. Embracing our limitations enables us to consider all angles thoroughly, which likely leads to better answers.

"I Don't Know" as a Starting Point

Tomorrow, let's start our day with a powerful phrase: "I don't know." This simple acknowledgement can be a catalyst for deeper understanding, collaboration, and innovation. It's a reminder that we are all learning and growing, and that admitting what we don't know is the first step towards finding the answers we need.

"The most dangerous phrase in the language is, 'We've always done it this way.'" – Grace Hopper

Reader Pointers:

• Reflect on a recent decision you made. Did you have all the information you needed? Did you consider alternative viewpoints?
• Challenge yourself to say "I don't know" more often. How does it change the dynamic of conversations and decision-making processes?
• Encourage a culture of curiosity and learning within your team or organisation.