Someone asked a technical question about the new system rollout to a senior executive. He could have been thrown. But, he paused, looked at his team, and said: "I don't know. Let me find out and get back to you."

The room relaxed. His credibility went up, not down.

This runs counter to how most of us were taught to lead. We learned that leaders have answers. That uncertainty signals weakness. That admitting knowledge gaps damages authority.

The research tells a different story.

What the Data Actually Shows

Employees in high-trust organisations experience 74% less stress, 50% higher productivity, and 76% more engagement. Leaders who build this trust do something specific: they show up as humans, not as all-knowing authorities.

Google's Project Aristotle examined what makes teams effective. The answer wasn't intelligence or experience. Psychological safety topped every other factor. Teams perform best when people feel safe to admit what they don't know.

Here's the uncomfortable bit: 45% of employees agree executives demonstrate growth mindset, yet many of those same executives overestimate their own openness to learning. I see this gap constantly in coaching sessions.

Leaders can recite theories about psychological safety whilst simultaneously creating environments where people hide their uncertainties.

Why "I Don't Know" Feels Dangerous

Executives are expected to have vision. To make decisions quickly. To project confidence that steadies the team when everything feels uncertain.

But here's what I've learned from working with executives across sectors: the gap between competence and perceived competence comes down to language. When you use words that don't match your actual knowledge level, people sense the incongruence.

They just don't trust it.

Research from the Academy of Management Discoveries found something interesting. Asking questions might initially seem to reduce perceived competence. But it simultaneously increases perceptions of leader humility, which independently strengthens trust and credibility.

You get what researchers call a "humility premium" that buffers any competence concerns.

The Practical Framework

Admitting uncertainty isn't about becoming indecisive. It's about being precise with what you know and what you don't.

When you genuinely don't know: "I don't have enough information to answer that properly. Give me until Thursday."

When you're working with incomplete data: "Based on what we know now, here's my thinking. I'm watching these three factors that might change the picture."

When someone on your team knows more: "Sarah has more expertise on this than I do. Sarah, what's your view?"

This approach does something important. It creates psychological safety that enables your team to challenge assumptions and view decisions from multiple angles.

I've watched talented leaders fall into the same traps repeatedly because they felt pressure to have all the answers. Their teams stopped bringing them problems. Innovation stalled. The best people left.

What Changes When You Get This Right

A study of 518 manager-subordinate pairs found that leaders who acknowledge the limits of their knowledge create supportive environments that provide psychological security. This strengthens employees' sense of belonging and responsibility whilst driving better organisational outcomes.

The Berkeley Greater Good Science Center research adds another dimension: intellectually humble leaders are more willing to be forgiven after failures and rated as more respected. You build what I think of as "forgiveness capital" that protects leadership effectiveness during crises.

But there's a critical qualifier here.

Leadership expert Jacob Morgan's research with over 100 CEOs reveals that vulnerable leadership must combine with competence to be effective. Simply admitting mistakes isn't enough. You need to demonstrate what you're doing to close knowledge gaps.

"I don't know" transforms into "I don't know, and here's how I'm finding out."

The Real-World Test

I built my coaching practice on a simple principle: application over collection.

Knowing the theory about intellectual humility means nothing if you can't use it when you're under pressure in a board meeting. When someone challenges your strategy. When your team looks to you for certainty you don't have.

The executives I work with often struggle with this gap. They understand the concepts. They agree with the research. Then they get into high-stakes situations and default to projecting false confidence.

Here's what helps: focus on behaviour, not character.

You're not trying to become a "humble leader" as an identity. You're practising specific behaviours in specific situations. You're building the muscle memory to pause before answering. To separate what you know from what you assume. To acknowledge uncertainty without undermining your authority.

Where This Matters Most

Trust in managers dropped from 2019 levels across most sectors. The gap between what leaders say and what teams experience has widened.

Saying "I don't know" won't fix broken trust on its own. But it's a foundation. It signals that you value accuracy over appearance. That you respect your team's intelligence enough to be straight with them. That you're focused on solving problems rather than protecting your image.

I've seen this shift transform team dynamics. People start bringing you information earlier. They challenge assumptions before they become expensive mistakes. They take ownership of finding answers rather than waiting for you to have them.

The work gets better because the environment gets more honest.

What to Do Tomorrow

Pick one meeting this week. When someone asks you something you're not certain about, pause. Take a breath. Say: "I'm not sure about that. Let me think it through properly and get back to you."

Watch what happens.

You'll probably feel uncomfortable. That's normal. You're working against years of conditioning that told you leaders always have answers.

But you'll also notice something else. The person who asked the question will relax. Your team will lean in rather than pull back. The conversation will get more real.

That's what trust looks like when it's building.

If you want to develop this capability systematically, Accelerate Performance coaches executives and leadership teams to close the gap between knowing these principles and using them under pressure. We focus on real-world application, not just theory.

Because the best leaders I've worked with aren't the ones who know everything. They're the ones who know what they don't know, and they're honest about it.