Leaders are encouraged to know the answers.

In fact, in some organizations, those who don’t or who aren’t willing to give their opinions are frowned upon and passed over for promotions. And these same leaders are expected to create a high-performance culture. Seems to me this is a bit paradoxical. When we, as leaders, profess to know all the answers, we create a culture that limits creativity, new ideas and, yes, even high performance.

Consider the employee who comes to you with a new idea or different way of thinking about a problem or situation. The response they often get is, “Great idea, John, but…” or “I like your ingenuity, Sue, but the problem is…” or whatever we say that stops the conversation.

How about when someone comes to you with questions or asks for your advice?

It’s so easy to simply provide the answer or solution. I’m suggesting you never assume you know the answers when employees show up with ideas or ask questions or advice. We crushed the spirit of our employees when they have a new idea and we unwittingly dismiss it. We enable our employees to not think for themselves and be curious when we provide the answers.

High-performance cultures aren’t created because WE know the answers; it happens when others around us learn to think for themselves, take risks, be creative and, yes, even make mistakes.

This week, try not knowing the answers and see what bubbles up in your company.