The power of “I don’t know”
How Vulnerability Unlocks Team Success
As leaders, one of the most valuable things we can do is foster a culture where it’s not just acceptable to say, “I don’t know,” but encouraged. There’s a common misconception that admitting uncertainty is a sign of weakness, but in reality, it’s one of the most powerful things we can say—for ourselves and our teams.
Why “I Don’t Know” Is a Strength
When someone says, “I don’t know,” it opens the door to something much bigger: the collective knowledge, skills, and talents of the team. By admitting what we don’t know, we create opportunities to learn and grow, not only for ourselves but for those around us.
Teams that are comfortable setting aside ego and relying on each other’s expertise become stronger and more connected. That moment of vulnerability—saying “I don’t know”—invites collaboration, shared problem-solving, and trust. And it’s this trust that allows a team to thrive, not just in tackling day-to-day tasks but in building bonds that lead to long-term success.
Saying “I don’t know” isn’t about passing off responsibility. It’s about showing that you’re ready to learn, eager to contribute, and willing to put in the work to grow. When individuals embrace this mindset, they help foster a culture of openness and learning, which makes the entire team better.
How Leaders Benefit from Teams That Admit “I Don’t Know”
As leaders, creating an environment where employees feel safe admitting they don’t know something has real advantages. When team members are open about what they don’t know, it gives us as leaders valuable insight into areas that need development. It also allows us to step in with the right support, ensuring that problems are addressed quickly and effectively.
More importantly, when people feel comfortable admitting uncertainty, they stop wasting time trying to figure things out alone. Instead, they lean on the team’s collective expertise, and in doing so, everyone grows stronger together. This kind of openness makes teams more agile, adaptable, and capable of facing new challenges.
Even if your company culture doesn’t naturally support vulnerability, you can create this within your own team. Start by modeling the behavior yourself. When leaders admit they don’t know something, it signals to the team that it’s okay to ask for help—and that learning is part of the process.
Nurturing a Culture of Openness and Growth
If you’re looking to build this kind of team culture, here are some practical steps:
Model the Behavior – Admit what you don’t know. When leaders are open to learning, teams feel safer doing the same.
Practice Empathy – Listen to your team’s challenges. When people feel heard, they’re more likely to admit when they need help.
Support, Don’t Judge – When someone says “I don’t know,” respond with support and guidance, not criticism. Make it clear that asking for help is a strength.
Be Consistent – Build trust by following through on your promises and showing up when your team needs you.
Create Learning Opportunities – Turn moments of uncertainty into chances to build new skills. Provide resources and time for your team to grow.
Leadership isn’t about having all the answers. It’s about creating a space where everyone can learn, collaborate, and contribute their best. And that’s how we succeed—not just as individuals, but as a team.