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Whether it’s starting a new role, taking on a new project, changing up your approach, or learning something new - moving from a position where you are competent and know what you’re doing to a place where you’re learning can be tough.
If you’re an ambitious leader, or a leader who wants to keep developing, it’s likely that you’ll be actively putting yourself in situations where you need to shift from knowing to learning.
And as much as nearly all the leaders I work with profess to love learning, there’s a flip side. It can be testing to not know all the answers. We become successful through being competent and knowing our stuff. When we suddenly don’t know all the answers, it can be tough for our ego to take. It can be frustrating, and especially for the impatient leader, it tests your patience with yourself.
So how do you balance wanting to be seen as competent with acknowledging that you are experiencing a state of learning and growth?
It starts by seeing learning and growth as positives. Now it’s unlikely you’d argue against the fact that learning and growth are a good thing. However, it’s not unusual for leaders - especially those who have a high drive for growth - to also share how, as much as they know they need to learn, they also judge themselves strongly for not learning quicker or faster.
And with that comes a degree of shame - of being ashamed of not being able to get there quicker. And being frustrated and impatient with ourselves.
But if we’re to really help our teams speak up and tell us when they don’t know something or when they’re struggling, leaders must lead the way and do the same.
It is the unspoken paradox of learning and leadership: sharing that you don’t know occasionally, can actually make you be seen as a more competent leader.
In fact leaders who embrace this paradox often find that their vulnerability leads to creating a culture of openness and trust. When team members see their leaders openly grappling with challenges and admitting gaps in their knowledge, it encourages them to do the same. It creates a learning organisation where everyone feels safe to express their uncertainties and seek help when needed.
Take, for example, a leader who regularly holds team meetings where they openly discuss what they are currently learning and the challenges they face. This practice not only normalises the learning process but also empowers team members to share their own experiences and ask for support. Another example is a leader who celebrates failures as learning opportunities, removing the stigma associated with not knowing.
Acknowledging your learning journey can enhance your credibility. It shows that you are committed to personal and professional growth and sets a powerful example for your team.
But it requires courage to admit when you don’t have all the answers and patience to navigate the growth process. Yet by embracing the journey, you not only develop as a leader but also create a supportive environment that encourages continuous learning and improvement.
Because true leadership is not about having all the answers, but about guiding your team through the process of finding them together.
Here are four kickstarters to help you.
Watch: Brene Brown’s TED talk on The Power of Vulnerability is a useful and deep exploration of fear, vulnerability and courage. If you haven’t seen it or it’s been a while give it a watch and then reflect on the questions below:
What areas of your leadership do you feel most vulnerable in, and how can embracing this vulnerability improve your connection with your team?
How can you create an environment where your team feels safe to express their own vulnerabilities and uncertainties?
Reflect: For leaders to grow, it’s essential to engage in self-reflection. Take a moment and reflect on the questions below to help you examine your personal experiences and attitudes towards learning and growth:
What recent experience challenged your sense of competence, and how did you respond?
What beliefs about yourself might be holding you back from fully embracing a learning mindset?
What steps can you take to be more patient and compassionate with yourself during the learning process?
Lead: At leadership team level, creating a culture of shared learning and vulnerability can strengthen the team's overall effectiveness. Use these questions to guide discussions within your leadership team:
What examples of learning and growth can we share with each other to promote openness within our team?
What systems or practices can we implement to better support each other’s learning?
What obstacles do we face as a leadership team in admitting when we don’t have all the answers, and how can we overcome them?
Drive: Leaders play a crucial role in setting the tone for their teams. To facilitate open and supportive discussions with your team, take ten minutes at your next team meeting to explore the questions below:
What recent challenges have you faced that could be valuable learning opportunities for the team?
What can we do as a team to create a safe space for sharing uncertainties and seeking help?
What specific actions can we take to celebrate and recognize our learning milestones together?
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