Craig Groeschel

You want to figure out what's going on. Now, you've probably heard it said, You don't know what you don't know. People say that all the time. I'm gonna add a little bit to it and tell you this. You don't know way more than you know you don't know.

You want to figure out what's going on. Now, you've probably heard it said, You don't know what you don't know. People say that all the time. I'm gonna add a little bit to it and tell you this. You don't know way more than you know you don't know.

You want to figure out what's going on. Now, you've probably heard it said, You don't know what you don't know. People say that all the time. I'm gonna add a little bit to it and tell you this. You don't know way more than you know you don't know.

I'm not even sure I said that right, but there's so much more about leadership and about people and about what's going on in your organization that you don't even know that you don't even know. And this idea is closely related to the Dunning-Kruger effect. If you've never studied the Dunning-Kruger effect, please do. We've created a short summary in the leader guide.

I'm not even sure I said that right, but there's so much more about leadership and about people and about what's going on in your organization that you don't even know that you don't even know. And this idea is closely related to the Dunning-Kruger effect. If you've never studied the Dunning-Kruger effect, please do. We've created a short summary in the leader guide.

I'm not even sure I said that right, but there's so much more about leadership and about people and about what's going on in your organization that you don't even know that you don't even know. And this idea is closely related to the Dunning-Kruger effect. If you've never studied the Dunning-Kruger effect, please do. We've created a short summary in the leader guide.

And so if you get the leader guide, we'll put some information in there. But essentially, it's a cognitive bias. And you see it on two extremes. People with low competence tend to overestimate their ability. In other words, you've got someone that's not really good at something. You say, how good are you? And they say, like, I'm a nine at this. They think they're really good.

And so if you get the leader guide, we'll put some information in there. But essentially, it's a cognitive bias. And you see it on two extremes. People with low competence tend to overestimate their ability. In other words, you've got someone that's not really good at something. You say, how good are you? And they say, like, I'm a nine at this. They think they're really good.

And so if you get the leader guide, we'll put some information in there. But essentially, it's a cognitive bias. And you see it on two extremes. People with low competence tend to overestimate their ability. In other words, you've got someone that's not really good at something. You say, how good are you? And they say, like, I'm a nine at this. They think they're really good.

Yeah, you're a nine, but the scale goes from one to 100 because they really don't know what they don't know. And then on the other side, there's people that are highly competent, and they underestimate their expertise. They're so good at things that it's just intuitive to them, and they really have no idea how special their gifts are.

Yeah, you're a nine, but the scale goes from one to 100 because they really don't know what they don't know. And then on the other side, there's people that are highly competent, and they underestimate their expertise. They're so good at things that it's just intuitive to them, and they really have no idea how special their gifts are.

Yeah, you're a nine, but the scale goes from one to 100 because they really don't know what they don't know. And then on the other side, there's people that are highly competent, and they underestimate their expertise. They're so good at things that it's just intuitive to them, and they really have no idea how special their gifts are.

I want to focus on the first end, and that is this, that you don't know what you don't know. And as a leader, I promise you that you're going to have to work really, really hard and then harder, and then even harder to discover what you don't know. And in most cases, whenever you're really confident, the more confident that you are that you're right, the more you're vulnerable to being wrong.

I want to focus on the first end, and that is this, that you don't know what you don't know. And as a leader, I promise you that you're going to have to work really, really hard and then harder, and then even harder to discover what you don't know. And in most cases, whenever you're really confident, the more confident that you are that you're right, the more you're vulnerable to being wrong.

I want to focus on the first end, and that is this, that you don't know what you don't know. And as a leader, I promise you that you're going to have to work really, really hard and then harder, and then even harder to discover what you don't know. And in most cases, whenever you're really confident, the more confident that you are that you're right, the more you're vulnerable to being wrong.

And this was really like in the first season of my leadership. I just remember in my 20s and early 30s thinking I knew a lot, and I was pretty sure I was right. And I had no idea what I didn't know. And I had to work really, really hard to learn where I was blind, what was going on that I didn't understand.

And this was really like in the first season of my leadership. I just remember in my 20s and early 30s thinking I knew a lot, and I was pretty sure I was right. And I had no idea what I didn't know. And I had to work really, really hard to learn where I was blind, what was going on that I didn't understand.

And this was really like in the first season of my leadership. I just remember in my 20s and early 30s thinking I knew a lot, and I was pretty sure I was right. And I had no idea what I didn't know. And I had to work really, really hard to learn where I was blind, what was going on that I didn't understand.

And really, there were like levels of leadership understanding that I'd yet to even... I hadn't even entered the room yet. And so... If you're like most of us, and if you're like me, when you don't know something, you're often hesitant to ask. Because I'll tell you me, I don't want to look dumb. I'm kind of insecure, so I don't want to appear weak.

And really, there were like levels of leadership understanding that I'd yet to even... I hadn't even entered the room yet. And so... If you're like most of us, and if you're like me, when you don't know something, you're often hesitant to ask. Because I'll tell you me, I don't want to look dumb. I'm kind of insecure, so I don't want to appear weak.