ontology

What if our leadership actually expands from not knowing?

In these disruptive times of unpredictable change, leaders commit malpractice by trying to know all possible contingencies to any dilemma or strategy. To feign knowledge is futile and can be fatal to one’s leadership.

Protecting an all-knowing mindset also takes a toll on one’s physical and mental energy. Such an “all-knowing” mindset fears mistakes, dreads uncertainty, and resists saying, “I don’t know.” It belongs in the 1990s.

Moreover, this all-knowing mindset gives colleagues a false sense of certainty. It discourages others from thinking, engaging questions, presenting ideas, or taking the initiative. It traps leadership DOWNLOAD PDF