Why The Most-Trusted Leaders Admit They Don’t Have All The Answers

There is a persistent myth that the best leaders are the ones with the clearest direction, the firmest answers, and the most authority. But, if that is what leaders demonstrate at work, it isn’t working. A study published more than a decade ago in the Harvard Business Review found that 58 percent of people said they trusted strangers more than their own boss. One reason was a lack of transparency. And, it has not gotten better. More recently, a Gallup study found that only 21% of employees strongly agree that they trust the leadership of their organization.

Many leaders operate under a form of imposter syndrome, quietly fearing that admitting uncertainty will make them look weak. The opposite is often true. When leaders let go of the need to control every answer and instead lead with curiosity, they earn trust. They create a culture where it is safe to explore, test, and speak up. People are more likely to share ideas, ask questions, and take initiative when their leaders do not pretend to know everything.

Why Leaders Need To Make Space For Uncertainty

Today’s workplace is shaped by rapid change and increasing complexity. Leaders are expected to respond to evolving technology, shifting customer expectations, and global events that cannot be predicted or controlled. In that environment, having the right answer is not as useful as having the right approach.

Curiosity-driven leaders are more adaptable because they are not anchored to a fixed outcome. They ask more questions, challenge assumptions, and are open to being wrong. This gives their teams permission to do the same.

What Curiosity Looks Like In Leadership

Curious leaders often use language like “What if,” “What are we missing,” or “How might we test that.” They invite input rather than close it down. They are not afraid to say, “I do not know, but let’s find out.” They also create conditions where people can experiment without fear of failure. That does not mean chaos. It means structured environments where learning is prioritized over proving someone right. Instead of rewarding perfection, they reward progress.

How Leaders Use Curiosity To Drive Innovation

I saw this firsthand while working alongside Keith Krach, the former CEO and Chairman of DocuSign. Keith had assembled a group of advisors that included leaders from some of the most influential organizations in the world. Members of the board represented companies like Xerox, Salesforce, Hewlett-Packard, and even a Shark from Shark Tank. It was inspiring to serve on this board. These were people who brought decades of experience and diverse perspectives to the table.

What stood out most was Keith’s humility. He never acted like he had all the answers. In our meetings, it was clear he valued everyone’s input, and he was comfortable admitting when others knew more in certain areas. That level of curiosity, combined with confidence and purpose, made people want to lean in. It was a reminder the importance of leaders surrounding themselves with people who can help them see what they might miss and having the humility to listen.

Why Leaders Should Stop Pretending To Know Everything

People can tell when a leader is pretending. The pressure to appear confident and decisive can lead to surface-level communication, especially when there are gaps in knowledge. But pretending creates distance. Employees may stop asking questions or offering ideas if they feel their leader is just trying to protect their image.

By contrast, when a leader admits what they do not know, it opens the door for learning. Teams are more willing to problem-solve together. Psychological safety increases. And the quality of decision-making improves because more perspectives are considered.

How Leaders Can Use Curiosity And Still Lead With Authority

One of the common misconceptions is that curiosity makes leaders appear uncertain or indecisive. In reality, curiosity reinforces authority when it is paired with clarity of purpose. Leaders can hold high standards and expectations while also asking for input and inviting exploration.

A leader might say, “Here is our goal, but I want your ideas on how we get there.” That communicates direction without pretending to have every answer. It shows confidence in the team’s ability to contribute and adapt.

Another way to demonstrate this is through modeling. When leaders ask thoughtful questions, pause to listen, and reflect on what they hear, it signals that those behaviors are valued. Over time, that shapes the culture.

Why Leaders Who Ask For Feedback Build Stronger Teams

Curiosity also shows up in how leaders handle feedback. Leaders who seek out feedback and act on it model a growth mindset. They show that learning does not stop at the top. It continues through every stage of a career.

This is especially important during change. When teams are navigating new tools, new roles, or new expectations, they want to know their input matters. A curious leader does not wait until something breaks. They ask along the way. They make it easy for people to speak up and offer insight before problems grow.

The Long-Term Benefits Of Leaders Who Lead With Curiosity

Curious leaders build teams that are more resilient, more creative, and more engaged. People are more likely to speak up, take ownership, and stretch beyond their job description when they know their voice is heard.

Organizations that encourage curiosity at the leadership level often see stronger collaboration across departments. Silos break down more easily. Teams adapt faster to shifting demands. And problem-solving becomes a shared responsibility rather than a top-down task.

What Leaders Can Do To Build A Culture Of Curiosity

Start by modeling the behavior. Ask questions in meetings. Be open about what you are exploring or learning. Recognize people who speak up or share ideas, even if those ideas are not fully formed. Create space for experimentation. That could mean testing a new process on a small scale before rolling it out broadly. It could mean asking a different department to join a brainstorming session. The goal is to move from telling to discovering.

Leaders also benefit from examining their own assumptions. Before making a decision, ask who else might have insight. Before launching a plan, ask what blind spots might exist. These small shifts build trust.

Why Curiosity Should Be At The Core Of How Leaders Lead

The best leaders are not the ones with all the answers. They are the ones who know how to ask the right questions. They lead with curiosity, not control. They admit when they are still learning. And in doing so, they make it safe for everyone around them to grow too.