As a leader, it’s easy to find yourself in a situation where you’re asked a question and you don’t know the answer. It happens to everyone, even the most seasoned leaders. The truth is, leaders often face a knowledge vacuum because they’re managing areas where their technical expertise might be limited. It’s a challenge that comes with leadership, but it also presents an opportunity to demonstrate self-awareness, trust, and effective communication.
The Challenge of Leadership and Knowledge Gaps
In many cases, leaders find themselves stepping into roles that require them to manage complex systems and processes, but without the deep technical knowledge that their team members possess. And that’s okay. What good leadership demands, though, is recognizing and acknowledging the gaps in your own knowledge.
This is where understanding that you don’t know what you don’t know becomes crucial. It’s not about being an expert in every aspect of the work but about managing the flow of information effectively. Leaders must rely on the subject matter experts (SMEs) within their teams to provide the insights necessary to move the organization forward.
Trusting Your Team to Keep You Informed
Good communication is the foundation of any successful team or organization. But it’s especially important when you’re managing technical staff who know more about the products, services, and deliverables than you do. Your team’s expertise should be your resource, and you need to cultivate an environment where they feel comfortable proactively sharing information.
If you’ve been promoted from within, you might already have a strong understanding of the complexities your team faces. You’ve walked in their shoes, and you understand the day-to-day challenges they encounter. This familiarity allows you to give your team the space to operate without micromanagement, because you trust that the work will get done. However, for many leaders, there’s a period of adjustment. You may find yourself in a position where you’re uncertain about what’s going on in the work centers. This can lead to an increase in questions and requests for information, which can unintentionally feel like micromanagement to your team.
The Risk of Micromanagement
The uncomfortable truth is that when you’re out of your depth, you may feel compelled to ask more questions than usual to ensure that everything is moving in the right direction. The problem is that excessive questioning can lead to tension and mistrust, with your team wondering if you believe they can handle the work. This tension can erode the trust and confidence that is essential for high-performing teams.
I’ve experienced this firsthand. In one instance, my team began to question whether I trusted their ability to get the job done. I have a strong understanding of our processes and procedures, but I was asking probing questions to ensure we were on track with multiple taskings. My intent wasn’t to undermine my team’s ability but to ensure that we were meeting deadlines and avoiding last-minute crunches. I’ve seen it happen too many times—when tasks are left to the last minute, everyone is scrambling to get products and services out the door. It’s stressful and inefficient.
In this case, my bigger picture understanding of the schedule and its impact led me to ask questions that under normal circumstances I might not have. But sometimes, understanding the broader context means asking the tough questions.
Navigating the “Don’t Know” Moment
So how do you navigate the delicate balance of not knowing the details but still needing to lead? The answer lies in communication and relationships. Establishing open lines of communication with your team is essential. You might not have the answers, but you can certainly ask the right questions and learn from your team’s expertise.
It’s important to set clear expectations with your team. Let them know that you’re not there to micromanage or to take over their job, but you do need information to ensure that everything is running smoothly. You might be asking questions that seem redundant or even silly, but your role as a leader is to understand where things stand. You’re responsible for communicating the challenges, progress, and successes to higher management, and you can’t do that if you’re in the dark.
Conclusion
In the end, remember: you don’t know what you don’t know. As a leader, you’re going to face moments of uncertainty, and that’s okay. Embrace the learning curve. Spend time getting to know your team’s processes, challenges, and perspectives. The growth you experience during this learning period is what will make you a more effective and respected leader.
Good leadership is about more than just having all the answers; it’s about knowing when to ask the right questions, relying on your team’s expertise, and fostering a culture of communication and trust. When you acknowledge the gaps in your knowledge and rely on your team to help fill them, you’ll create an environment where everyone feels empowered, supported, and driven to succeed.