Craig Groeschel

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.

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 if you're anything like that, when you don't know something, you may not ask. So I want to remind you, this is really, really important. Asking questions isn't a sign of weakness. It's a sign of wisdom. Asking questions doesn't mean you're dumb. It means you're smart. And not only when you ask questions, not only will you grow, but you actually model humility and teachability to your team.

And if you're anything like that, when you don't know something, you may not ask. So I want to remind you, this is really, really important. Asking questions isn't a sign of weakness. It's a sign of wisdom. Asking questions doesn't mean you're dumb. It means you're smart. And not only when you ask questions, not only will you grow, but you actually model humility and teachability to your team.

And if you're anything like that, when you don't know something, you may not ask. So I want to remind you, this is really, really important. Asking questions isn't a sign of weakness. It's a sign of wisdom. Asking questions doesn't mean you're dumb. It means you're smart. And not only when you ask questions, not only will you grow, but you actually model humility and teachability to your team.

So if you're the boss and you're in there asking questions, you're like, well, if she can ask questions, then I can as well. And forgive me for the simplicity about what I'm about to say, but this is so, so, so important. And mark this down. Your ability to grow reflects your willingness to learn. What you don't ask, you won't know. And what you don't know, you can't grow. Let me say it again.

So if you're the boss and you're in there asking questions, you're like, well, if she can ask questions, then I can as well. And forgive me for the simplicity about what I'm about to say, but this is so, so, so important. And mark this down. Your ability to grow reflects your willingness to learn. What you don't ask, you won't know. And what you don't know, you can't grow. Let me say it again.