When you pretend to be an authority on everything, it forces your subordinates to defer to your opinion - whic... — Courtney A. Kemp

When you pretend to be an authority on everything, it forces your subordinates to defer to your opinion - which may not be the most informed in the room. If you have humility concerning the gaps in your experience or ability, it allows others to shine.

Author: Courtney A. Kemp

Insight: There's a paradox in leadership that most of us notice but rarely talk about directly: the people who seem most confident are often the ones preventing their teams from actually doing their best work. When a leader has to be right about everything, the room goes quiet. People stop offering ideas. The person with the best solution to a problem stays silent because they've learned it's safer to just nod along. Admitting "I don't know this one" or "You probably have a better read on this than I do" doesn't weaken your authority—it actually strengthens it. It signals that you're interested in getting things right rather than being right, which is a completely different thing. And it opens a door. Suddenly your team members feel permission to contribute what they actually know, to take intellectual risks, to be the expert in their corner of the world. The tricky part is that humility has to be genuine. People can tell when you're performing modesty as a leadership tactic versus when you actually know what you don't know. But when it's real, something shifts. The room becomes a place where the best idea wins, not the idea of the person with the title. That's not weakness at all—that's how things actually get better.