Article on Leadership Skills:
The article below (and any other article specified on this website) is available for use in your organization’s newsletter or for printed training materials. All we ask is that you include the following acknowledgment with each article you use from this site: When You Don't Have the AnswerI Don't Know What to SayIf you are the boss you may often be put in situations where a decision or answer is needed. That’s what you are there for, right? You have a leadership role in your organization because you are smart, experienced, and capable. And certainly that means you should know the answers when someone comes to you with a question…or does it? A leader may often feel like he/she is under pressure to “perform” and may even feel guilty for not having an immediate answer. So let’s consider this idea for a few minutes. Share the Load Sometimes people may come to you with an issue or concern that you have no idea how to handle. You have two choices at this point, and many leaders make the wrong choice. You can try to make yourself look good by making up an answer. Occasionally bluffing your way out or making a wild guess will work, but the risk is great. Suppose your guess backfires and gets you in trouble or it has long-term repercussions? Your cover as an “expert” is blown pretty quickly, and people may be reluctant to trust your answer next time. Rather than building your credibility, you have put a big hole in it by pretending you knew the answer. So, making up an answer is probably not the best choice. Another choice when you don’t know the answer is to admit it. Some leaders believe that admitting they do not know an answer makes them look incompetent. Good leaders have a different way of viewing this kind of thing. They know that there are some situations or issues on which they don’t have an answer or where there may be no easy answer. Far from making them look like they are incompetent, admitting they just don’t know makes them seem honest and human. It also builds trust over the long run. When someone brings you something you can’t handle, do not risk your long-term reputation. Admit your uncertainty. “I’m not really sure what approach would be best. Let me check into it further and get back with you.” An honest, reflective answer like this will often win you points with your employee and will buy you some time to figure out what to do. Often, an even better response is to ask the questioner what he/she would suggest. As you talk things out with another person additional insight will come to you. If you work on the problem alone, the key here is to definitely follow up and try to secure an answer. Get back to the employee later to let them know what you found out. If you discovered that there IS no answer or that what they want can’t be done, get back to them anyway and tell them why. People will respect you for making efforts on their behalf, even if they don’t like the answer you have to give them. Where to Find Answers If the situation is confidential or complex, tell the person who raised the issue whom you would like to consult with: your boss? Your HR department? A more-experienced peer? If the issue is appropriate, consider taking it to your team for participative problem-solving. Multiple heads on a subject are better than one head. If you can pose the problem to a small group, collective wisdom can often come up with an outstanding solution. As the leader, you may want to be part of this problem-solving group, or you may prefer to assign the issue to your group and simply ask them for their recommendation. In any event, the final decision in most cases will be yours. You will have had the benefit of everyone’s thinking and can make a decision that is more likely to be effective and accepted. Using participative decision-making and team problem-solving on certain issues make you look “smart” as a leader. It also engages the group in a learning process and shows that you value their opinions. When people participate in decisions, not only is their knowledge and competency enhanced; their level of commitment to the decision is also enhanced because they took part in the decision. You don’t have to worry as much about securing compliance with the decision; they give compliance more willingly because the decision was partly theirs. Remember... • Don’t put pressure on yourself to go it alone; ask for help when needed. You are not expected to know everything! • Involving others in decisions makes you look good because it results in better decisions and increased commitment. • Admitting you don’t know something makes you seem honest and trustworthy, not incompetent. Return to List of Free Articles on Leadership Skills
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