When?working in an organization in a leadership role, one may encounter questions being asked by the team members on certain problems. If the leader does not have the exact answers, it is strongly advocated that he must openly admit his lack of knowledge on the issues.
The leader may have the experience but may not know the answers to the processes at the micro level. At that moment, it is better for him not to pretend or create imposter syndrome.
- By admitting that he does not have adequate knowledge of the issues, he paves the way and opens new avenues to brainstorming by all the team members, resulting in getting a fine, new solution.
- Confident leaders always admit their lack of the required knowledge on issues and seek the collaboration of the team to find solutions. A positive, unified solution emerges out of the discussion, and the organization benefits.
- Exhibiting and showing his desire to learn from the team members, makes the leader as a sincere person. Because of this simple fact, the team gets motivated. Thus, a great culture is developed and nurtured to bloom.
- The urge to pretend that the answer is known to him kills the enthusiasm of the team and the leader stands exposed with his inadequate knowledge sooner.
- A great opportunity to investigate the perspective of all the team members is lost, if the leader pretends to claim that he knows the answer.
- The leader needs to show his maturity and his attitude of continual learning even from his subordinates.
- His desire to learn with the team is not considered his weakness but it shows his openness to explore some brilliant ideas from his team members.
- To summarize, these kinds of organizations having leaders with a desire to learn, are built with strong foundations to succeed, and can be said as “built to last.”
