Can Being Too Smart Hold You Back? The Power of Not Knowing

Have you ever wondered whether knowing too much could actually hold you back? In today’s fast-paced world, where information is constantly at our fingertips, it’s easy to feel as though we need all the answers to lead effectively. But what if, instead of always knowing, the real power lies in not knowing?

Over the past month, I've had several meetings where I felt a sense of helplessness creeping in. It happened at different forums, under different platforms where I wore different hats. In a senior-level meeting, people were discussing topics I hadn’t fully grasped, and for the first time in a while, I found myself frozen. I scribbled down notes and made mental commitments to improve my knowledge. But none of that eased the discomfort of sitting in silence, unable to contribute in the way I wanted. It was a disorienting feeling, almost paralyzing.

Yet, it wasn’t always like this. When I first joined the organization many years ago, I faced a similar sense of not knowing. There was so much I didn’t understand, but back then, that lack of knowledge fueled me. I was eager to learn, diving into subjects with the enthusiasm of someone ready to grow. It was a challenging time, but I had this inner drive that pushed me forward. Struggling was part of the journey, and I saw every gap in knowledge as an opportunity.

Now, at this senior level, I couldn’t help but feel that same gap in knowledge, but this time it felt different—more like a roadblock than a stepping stone. Instead of the energy that had driven me before, I felt stuck, asking myself, Why do I feel this way about not knowing? Why does this gap in knowledge, which once fueled my curiosity and growth, now feel more like a source of paralysis? What has changed? Why am I no longer comfortable navigating through unfamiliar territory?

Liz Wiseman’s talk, The Power of Not Knowing, gave me insight into this struggle. She shared that when we rely on our past knowledge, we often stop seeing things clearly. We begin to fill in the blanks with what we think we already know, and in doing so, we miss the opportunity to discover new things. She called this a “knowledge trap”—a place where past success can blind us to future possibilities.

Wiseman encouraged leaders to embrace not knowing. She argued that when we step into unfamiliar territory, we are motivated to learn and grow. We ask better questions, seek new perspectives, and engage others in ways we otherwise might not. Her research showed that those in “rookie mode,” operating without a firm grasp of the subject, often outperformed experts in terms of innovation and speed because they weren’t constrained by their prior knowledge.

Wiseman outlined four steps leaders can take to escape the knowledge trap:

1. Ask More Questions: One of the most powerful shifts leaders can make is to move from a place of knowing to a place of inquiry. By asking questions instead of providing answers, leaders empower their teams to find solutions.

2. Admit What You Don’t Know: It’s crucial to acknowledge gaps in knowledge, as it fosters collaboration and a growth mindset. When leaders admit what they don’t know, they create space for learning alongside their teams.

3. Throw Away Your Notes: Wiseman encourages us to avoid relying on old methods and instead seek fresh perspectives. By discarding our “notes” or preconceived ideas, we open ourselves to new learning.

4. See the Genius in Others: Leaders should look for the unique strengths in others, encouraging them to bring their talents to the forefront. This not only fosters collaboration but also creates a culture of continuous learning and growth.

With that perspective overlaying my situation, I realized that I felt anxious as a senior was because I had grown used to being seen as the person with the answers. The gap in knowledge, which once energized me, now triggered self-doubt because I was expected to know more, to lead with certainty. The fear of exposing what I didn’t know made me anxious, and it became clear that I was holding on too tightly to the expectation that I should have all the answers.

One story told by Wiseman that resonated with me was that of C.K. Prahalad, a professor at the University of Michigan and one of the best world's most influential business thinkers. Prahalad’s wife once found a stack of his teaching notes in the trash and, assuming they had been discarded by mistake, brought them back to him. Prahalad explained that he had intentionally thrown them away. He believed that his students deserved his freshest thinking every time he taught, and relying on past notes would prevent him from approaching each class with new ideas and perspectives. This story struck me deeply—it was a powerful reminder that real growth often requires letting go of what we already know and embracing new ways of thinking.

As leaders, embracing the unknown isn’t a sign of weakness but a powerful demonstration of growth. The real leadership challenge is not how much we know but how much we are willing to learn, unlearn, and discover alongside our teams. It’s much like steering a ship in unfamiliar waters: sometimes you don’t have the map for the entire journey, but by trusting the compass of curiosity and collaboration, you can navigate toward new horizons. The question we should ask ourselves is not "How much do I know?" but rather, "What frame do I bring for the next phase of learning?"