Admitting “I don’t know” can feel risky for a leader, especially in environments that prize certainty and decisiveness. Yet, I found that this simple act didn’t weaken my credibility, it strengthened it. It created space for collaboration, inviting others to share their expertise and contribute to solutions in ways I hadn’t anticipated. It also modeled humility and curiosity, showing my team that learning is more important than pretending to have all the answers. Over time, this openness built trust, as people saw I valued truth and progress over ego. In the end, acknowledging what I didn’t know became less about vulnerability and more about unlocking the full potential of those around me.

The_Surprising_Power_of__I_Don_t_Know__Leading_with_Vulnerability,_Curiosity,_and_Trust

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