Seriously - leaders, you don’t need to have all the answers.
If that feels like a revelation, take a breath. Leadership isn’t about being an island or the smartest person in the room; it’s about creating connections and making space for others to contribute. So why do so many leaders still feel the need to flex their intellectual muscles and dominate the conversation?
A while ago, I worked with an executive team at a hospital. During one session, the leaders were asked to share stories of leadership that made them proud. One story stood out: a critical emergency in surgery. Chaos erupted as specialists rushed in, each trying to assess the best course of action for a patient in need. The executive’s proudest moment wasn’t about any one person taking charge. Instead, it was the way everyone - junior doctors, nurses, and seasoned specialists alike - were invited to share their ideas. Every voice mattered, and the result was a collective effort that prioritised the patient’s wellbeing.
That is leadership in action. Not about having all the answers but about creating a space where ideas, innovation, and collaboration can thrive.
But let’s be honest—it’s not always easy to lead in this way. It takes a different mindset, one grounded in humility, courage, and even a little vulnerability. It also requires consistent practices that challenge the traditional view of leadership as being the “one with all the answers.” For many, it’s about unlearning assumptions about what it means to lead.
Take the Apollo 13 mission, for example. In 1970, a catastrophic explosion on board the spacecraft turned a mission to the moon into a desperate race to bring the astronauts home. Gene Kranz, NASA’s Flight Director, didn’t try to dictate every move. Instead, he created a space for his team of engineers and specialists to innovate under pressure. They came up with solutions like crafting a CO2 filter using only the materials on board - a feat of ingenuity born from collaboration. Kranz trusted his team, and their collective problem-solving saved lives.
Kranz’s leadership wasn’t about being the smartest person in the room; it was about empowering others to rise to the challenge. That’s a lesson every leader can take to heart.
The research backs this up.
Studies into psychological safety - a concept pioneered by Harvard’s Amy Edmondson - show that teams perform better when they feel safe to speak up, share ideas, and make mistakes. Humble leaders who foster this kind of environment see their teams become more innovative, engaged, and successful.
So, what’s holding you back?
Is it the fear of appearing less competent? A belief that leadership means always having the final word? Let those go. Leadership isn’t about perfection; it’s about progress.
When you stop trying to have all the answers, you make room for your team to grow, contribute, and succeed. Try it out and I’d love to hear what comes up for you as you make progress.
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