I often have conversations with leaders about how they feel that they need to have all the answers in order to be a good leader. This expectation, which in my experience is usually self-imposed, creates unnecessary stress, fuels imposter syndrome, and prevents teams from learning and developing.
Admitting that you don’t have all the answers can feel uncomfortable at best, but the more you keep giving answers you take away the opportunity for others to think for themselves.
The truth is that great leadership isn’t about having to know everything – it’s more about asking the right questions, empowering others, and embracing uncertainty.
Why leaders don’t need all the answers
The belief that leaders must have all the solutions is often is often fuelled by our own inner narratives and the pressure we put on ourselves to do an excellent job.
There’s also often a mismatch of expectations. We can get stuck comparing outdated ‘parent-child-leader-subordinate’ dynamics, where leaders act as authority figures and team members depend on them for direction.
In today’s workplace, this approach no longer serves us (if it ever did). Instead, successful leaders create collaborative cultures, where everyone shares responsibility for problem-solving.
When you shift your need to provide answers to facilitating good conversations, you give your team both the opportunity and permission to contribute. You build trust, help your team learn and develop and the collective intelligence of the team often leads to better outcomes than any individual’s expertise alone.
The power of questions over answers
A leader’s real strength lies in their ability to ask the right questions. By giving your team the tools, time and encouragement to think critically and explore options, you unlock different solutions. For example, rather than responding with an answer, consider asking, “What do you think?” or “What options have you considered?” This not only helps team members to think, it also engages them and gives them a stake in the outcomes.
If your team are stuck or apprehensive, you might give your response and help them by explaining the ‘why’ behind your thinking and inviting feedback. For instance, saying “Here’s my thinking so far. What have I missed?” which gives the team permission contribute.
If you’re time pressured his approach might feel frustrating at first as it’s quicker to say an answer than to engage others in conversation, however in the longer term you’re helping yourself and your team learn and work more effectively.
Decision-making in an uncertain world
In complex and ever-changing work environments, it’s impossible to have all the answers.
Being open about that is helpful. Help your team become comfortable with imperfection and that all any of us can ever do is to make the best possible decisions based on what information we have at the time.
Decision making isn’t set in stone – it’s iterative and involves testing, learning, and adapting as new information emerges. Openly discussing risks, assumptions, and potential consequences can help to create a culture where failures are welcomed as important learning as part of a testing process rather than being swept under the carpet.
Key takeaway
Great leadership is less about having all the answers and more about building a culture of trust, collaboration, and shared ownership. By asking the right questions, embracing imperfection, and empowering your team, you can navigate uncertainty with greater confidence.
Remember that there is never one single right answer and that no one has all the answers.
For more food for thought on whether the best leaders have all the answers, listen to Episode 19 of Juliet and Lucy’s Quiet Leadership Revolution Podcast.
And if you’d like some help to empower your team, I invite them to join my learning and development community – the Lucidity Network.
Let’s talk! Book a time here.