… genuine leaders recognize that they cannot have all the answers, nor should they try to.
Leaders often assume responsibility not only for the success of their leadership initiatives but also for the emotional well-being of those they lead. While this sense of responsibility is not inherently wrong, it is what leaders do with these impulses that truly defines their leadership.
Leaders sometimes labor under the illusion that they must possess every answer, manipulate every lever, and shoulder the burden on their own. Leadership can indeed be isolating, but leaders who distance themselves from those they lead, whether administrators or classroom teachers, can quickly find themselves trapped in an echo chamber that constantly reinforces the idea that their voice is the most important.
When a leader believes that they alone hold all the answers, they are already on the path to diminishing their effectiveness. Highly effective leaders who fall into this trap see their effectiveness wane rapidly. Unfortunately, it is all too easy for leaders to gravitate towards this approach, as it is a simpler and more personally gratifying course.
You’re the leader; you have all the answers, and it feels like you’re the protagonist in a story with a heroic soundtrack.
Cue the string section now.
However, here’s the truth: genuine leaders recognize that they cannot have all the answers, nor should they try to. They accept the presence of gaps and relish the fact that it is through collaboration with colleagues, students, and families that challenges are met, obstacles overcome, and gaps bridged. Authentic leaders proactively seek out these gaps and empower those around them to contribute their insights. And when necessary, they are willing to roll up their sleeves and contribute alongside their team.
Weak leaders react differently. They dread a situation where they do not have all the answers or where gaps are evident. When these gaps are brought to their attention, they rush to fill them with whatever resources they have at hand. This compulsion to fill gaps arises from their fear that having gaps implies they are not performing their job adequately and that unhappiness or uncertainty is brewing among those they lead.
Strong leaders, in contrast, embrace the reality that they cannot possess all the answers. They foster an environment that acknowledges gaps as a normal and natural part of the landscape. They view these gaps as opportunities rather than deficiencies.
Strong leaders actively seek chances to pose questions that bring people together. Weak leaders rush to answer questions before they are even asked.