Chapter 1: The Truth About Management

Let me share two important insights about leadership. First, many of us are often unsure of our decisions. Second, there’s a common fear that others will uncover this uncertainty.

This can be particularly evident when an employee poses a challenging question to their supervisor. Many leaders instinctively feel compelled to provide a swift answer, associating rapid responses with effective management. When faced with a question they can't immediately answer, they might either deflect or guess, neither of which fosters confidence or trust within the team.

In new situations, it's natural to lack prior experience to draw from. If someone inquires about something you've never encountered, it’s perfectly acceptable not to have an answer right away. However, in the heat of the moment, especially when people expect a quick reply, feelings of uncertainty can surface.

The reality is that you don’t need to have every answer to be an effective leader. Instead, your role involves creating a vision, providing guidance, setting standards, and clearly communicating expectations. Offering constructive feedback and showing genuine interest in your team's growth is crucial, and none of these responsibilities require you to have all the answers at your fingertips.

When faced with a question you can’t answer, consider maintaining eye contact and confidently stating, “I don’t know. Let me take some time to think about that.” There’s no need for embarrassment or apologies; it's unrealistic to expect yourself to know everything. Emphasize that it's completely acceptable to not have a ready response.

After all, you wouldn’t expect the same from others. Yet, we often impose unreasonably high standards on ourselves, which can be detrimental.

Often, you won't need extensive time to contemplate a solution. You can mull it over briefly, consult with colleagues, or even reach out to me for insights. This process is typically quick, especially when you aren’t grappling with feelings of inadequacy.

I once had a manager who consistently felt the pressure to have immediate solutions. He took pride in his ability to respond to challenges on the spot. However, his answers often lacked depth and were merely a collection of buzzwords and clichés.

No one was impressed by his rapid responses; we would have preferred he take his time to provide thoughtful solutions.

Now, you may wonder about urgent situations where immediate answers are required.

First, if a situation is truly urgent, it often indicates that something has gone awry. In such cases, it’s better to grasp the full context of the issue before reacting impulsively. Quick reactions during crises seldom lead to favorable outcomes.

Second, keep in mind that urgency is subjective. What seems urgent for one person may not hold the same weight for you. As my assistant’s desk sign wisely states, “A lack of planning on your part does not constitute an emergency on my part.”

Most situations aren't as critical as they might appear, and hasty decisions usually result in poor outcomes. As Will Durant wisely noted, “One of the lessons of history is that nothing is often a good thing to do and always a clever thing to say.”

So, dismiss any guilt. Release your doubts. Stop stressing over having an answer for every situation.

Assertively say “I don’t know.” Deliver it with the assurance that you are capable because, in essence, you truly are.

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Chapter 2: The Value of Patience in Decision Making

In this video, "We Are Messengers - I Don't Have The Answers (Official Audio)", the importance of accepting uncertainty is explored, encouraging listeners to embrace their imperfections and the journey of self-discovery.

The second video, "I Don't Have The Answers - A Message For Those Who Are Hurting", offers reassurance to those struggling with questions about their path, emphasizing that it's okay to not have everything figured out.