In this episode (and accompanying essay), we explore one of the most underrated leadership skills: the ability to say “I don’t know.”

In a culture that often equates leadership with certainty, confidence, and having the answers, admitting uncertainty can feel risky — even unprofessional. But in practice, leaders who can say “I don’t know” often build more trust, stronger teams, and better decisions than those who feel compelled to always appear sure.

In this reflection, we explore:

Why pretending to know is more damaging than admitting uncertainty

How “I don’t know” creates psychological safety instead of doubt

The difference between ignorance and intellectual honesty

Why teams trust leaders who are curious more than leaders who are performative

How saying “I don’t know” invites collaboration and shared problem-solving

Why certainty ages poorly in complex, fast-changing environments

How humility becomes a leadership accelerant, not a liability

We also talk about how often “I don’t know” is the doorway to better questions, better listening, and better outcomes — especially in moments when the stakes are high and clarity is still forming.

Key takeaway:Strong leaders don’t lead by having all the answers. They lead by creating spaces where the right answers can be found — together.

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