Week 24.43 Trust Your Experts

In a recent dinner with my wife Allegra, an architect specializing in NYC apartment renovations, and our friend Caroline Ellen, a jewelry designer who formulates her own alloys and handcrafts each piece, we discussed the interesting dynamic of trust between experts and their clients. Both, as consummate professionals in their respective fields, shared a common challenge: clients often come to them with specific solutions rather than outlining the problem and trusting the expert to find the best approach. Instead of relying on the expert’s experience and creativity to achieve the optimal result, clients may insist on designs or methods that contradict the expert’s insights. The issue isn’t one of differing tastes or opinions; these experts actively encourage collaboration and seek to understand their clients' preferences. Instead, we identified a specific client mindset as the common factor. Often, a client who is highly successful in one area assumes that this success translates to expertise in another. The art of the expert, we agreed, lies in building trust—guiding clients toward the best outcome while ensuring their satisfaction in the process. This conversation led me to reflect on three ways this issue of trusting experts also manifests in leadership.

Leaders who excel in one domain may struggle to accept that their intelligence and acumen don’t automatically translate across all areas. Just as a brilliant mathematician might not be an expert in ancient history, a leader skilled in operations may not have the same intuitive grasp of marketing strategies. Recognizing the boundaries of one’s expertise is a hallmark of effective leadership. Great leaders understand they cannot achieve their goals alone, and they intentionally surround themselves with talented individuals who possess a wide range of skills and expertise. By acknowledging and respecting the specialized knowledge of others, leaders demonstrate humility and foster an environment where diverse talents can flourish. This shift in mindset—from being the one with all the answers to being the one who asks the right questions and facilitates solutions—is key to successful leadership.

Leaders should practice bringing problems to experts without being attached to specific solutions. Recognizing that their voice carries significant weight, leaders must be mindful that sharing their opinions too early can unintentionally limit creativity. By holding their opinions in check, leaders create space for experts to explore innovative approaches and solutions. This is particularly challenging for those who are used to being the smartest person in the room. Yet, the most successful leaders understand that their role isn’t about providing all the answers—it’s about empowering their teams to discover the best path forward. When leaders step back and trust the expertise of others, they cultivate a culture of creativity, collaboration, and shared ownership. This approach not only leads to better, more innovative outcomes but also fosters the growth of team members by offering them opportunities to take on greater responsibility and showcase their unique skills.

Even when leaders possess significant knowledge in a particular area, it’s crucial they grant the person responsible for the task the autonomy to apply their expertise without undue influence. Micromanagement can stifle growth and innovation, eroding trust and undermining the very expertise the leader intended to leverage. Effective leaders, instead, focus on setting clear expectations, providing resources and support, and then stepping back to allow their experts the freedom to excel. This hands-off approach not only yields better results but also fosters a sense of empowerment and engagement among team members. When leaders trust their experts, it sends a powerful message: their contributions are valued, and they have the capability to make a meaningful impact within the organization.

In life and leadership, the ability to trust and empower experts is a critical skill. For those we lead and love, our willingness to acknowledge the limits of our own expertise and defer to the knowledge of others sets a powerful example. It shows that true strength lies not in having all the answers but in the humility to seek out and rely on the wisdom of those around us. As we navigate the complexities of leadership, let us remember that the most effective leaders are not those who know everything but those who create an environment where expertise can thrive. By trusting the experts we have carefully chosen, we open the door to innovation, growth, and shared success. In doing so, we not only achieve outstanding results but also build a culture of respect, collaboration, and continuous learning—one that endures far beyond any single achievement.

With love, gratitude, and wonder.

Scott

We are proud to be recognized by Thinkers50 in a group of Extraordinary Individuals

Jacquelyn Lane and I are incredibly honored and humbled to be recognized alongside so many exceptional leaders in the field of executive coaching on the inaugural Thinkers50 Coaches50 list. This recognition is a testament to the hard work and dedication our team and collaborators have put into building 100 Coaches Agency into a premier destination for visionary leaders seeking world-class executive coaching when it matters most.

We want to express my gratitude to our clients, who trust us to guide them through their leadership journeys. Their partnership is the driving force behind our work. I also want to thank our dear friends and collaborators, Marshall Goldsmith and Mark C. Thompson , whose wisdom and guidance have been invaluable to us. I'm particularly proud of the countless hours Jacquelyn and I spent together creating our Wall Street Journal bestselling book, Becoming Coachable. It's an incredible feeling to see our efforts recognized in this way. Finally, I want to congratulate and thank our friends, colleagues, and the entire 100 Coaches Community, many of whom are also honored on this list. It's a privilege to be in such outstanding company.

The Life Cycle of a CEO is on sale now! by Claudius A. Hildebrand and Bob Stark

"The Life Cycle of a CEO" by Claudius A. Hildebrand and Robert J. Stark offers a comprehensive analysis of the evolving stages in a CEO's tenure. Based on an extensive study of S&P 500 CEOs and numerous interviews, the book identifies five distinct phases: launch, calibration, reinvention, complacency trap, and legacy. Each stage presents unique challenges and opportunities, requiring leaders to continually adapt their skills and strategies.

The Strengths and Weaknesses that Set Founders Apart by Samantha Hellauer, Sanja Kos, Julie Vermoote, and BJ Wright

My friend BJ Wright and his colleagues at ghSMART recently analyzed over 1,400 data points from assessments of successful founder and non-founder CEOs to understand what sets founders apart. Their research revealed that founders exhibit more pronounced strengths and weaknesses compared to typical executives. Key founder strengths include exceptional creativity, ability to inspire followership, customer obsession, resilience, and agility. However, founders also showed significant challenges in areas like delegating control, implementing operational governance, removing underperformers, communicating with stakeholders, and risk assessment.

The researchers conclude that the key to maximizing a company's potential is not replacing "founder mode" with "manager mode", but rather creating synergies between the two. By understanding and embracing founders' unique traits, everyone in the startup ecosystem can foster an environment where visionary thinking and operational excellence coexist. The study provides valuable insights into the psychological blueprint of successful founders and how their "spikiness" is often core to a startup's success.