Ignorance: understand that effective managers don't have to know everything
Don't you think a manager's ignorance could be a real driver for teamwork, for improving the employees' knowledge as a performance unit, creating value for the company? Could we not view ignorance as an opportunity for great managers to strengthen their position with their teams?
To empower teams, shouldn't the manager use his ignorance to energize exchanges and push the various stakeholders to master their roles and take responsibility within the group? I find this approach appealing because managers can focus on what they are paid for, i.e., to lead, direct, inspire, gather and energize their teams around a common vision to make them as efficient as possible.
They will also be able to take advantage of this opportunity to enhance the value of individual employees by using their respective essential skills, and by challenging them without preconceived ideas on a technical approach to problem-solving.
To reduce the gray areas in the relationship between managerial roles and employees need, to position managers where they can play their proactive management role with confidence, companies must learn to define the roles and responsibilities of each person very precisely and in full transparency, both at the company level itself, via job descriptions for example, and also at the start of a relationship between managers and their new employees, to avoid viewing "ignorance" as something negative.
Moreover, it is the company's responsibility to accompany the people they have appointed as managers; by accompanying, I mean training them in their new top management role. But shouldn't we also convince them to accept that they do not know everything: accept ignorance to perform better as a group?