It’s easy to fall into the trap of believing we should know the answer, especially, when we’re leaders and managers in organizations.  And while most would agree with me in concept, they would reject my statement in practice.

In other words, when was the last time someone you supervise came to you with a question that you said, “I don’t know.”  And not the kind of question involving odd company policies on HR procedures, or antiquated payroll tax issues for international ex-patriots.  No, something more simple.

Or did you feel the urge to give an answer even if you dressed it up as just an opinion?

Have you ever rejected, as truth, the notion that consultants could never benefit your business?  Have you hired coaches who couldn’t possibly know how to help you?  When was the last time you wanted to learn about a topic that wasn’t highlighted by someone above you in the organizational pecking order?

It’s powerful to invite others to advise you and speak into your life.  What you do with that counsel is up to you, but only accepting input from your boss isn’t accepting input, it’s just organizational survival.

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