In the day-to-day running of SMEs, decisions are made quickly, there are many challenges to overcome, and managers often have to wear several hats. In this context, it may seem risky—even unthinkable—to admit that you don’t know something. However, this simple phrase, “I don’t know,” can become a powerful lever for growth, innovation, and team cohesion. Conversely, a manager’s misplaced ego can hinder the growth of their company, undermine the confidence of their employees, and damage their credibility.
When the ego takes the wheel
Let’s take the example of a manufacturing SME manager who, faced with a decline in productivity, refuses to listen to suggestions from his shop floor employees. Convinced that he knows the inner workings of his company better than anyone else, he persists with outdated methods. The result: demotivated teams, loss of talent, and stagnant results.
Unfortunately, this scenario is not uncommon. Ego can lead a leader to believe that they must always have an answer for everything, that they must project an image of infallibility. But this attitude, while it may be reassuring in the short term, creates a climate where mistakes are taboo, innovation is stifled, and employees no longer dare to question decisions.
The true strengths of vulnerable leadership
Conversely, a leader who recognizes their limitations and is humble enough to say “I don’t know” opens the door to collaboration, learning, and collective intelligence. They create a space where ideas flow freely, expertise is valued, and mistakes become opportunities to learn.
This type of leadership is not an admission of weakness, but a demonstration of strength. It is based on self-awareness, trust in one’s team, and the ability to put the interests of the company above one’s personal image.
Questions every leader should ask themselves
During my conference at Stratégie PME, we’ll look at a few questions every leader should ask themselves to figure out how their ego is affecting their business:
- Do I create an environment where my employees feel comfortable disagreeing with me?
- Do I value ideas that don’t come from me?
- Am I making decisions to protect my image or to move the company forward?
- Have I ever avoided asking for help or expertise for fear of appearing incompetent?
These considerations are essential for building a healthy, agile, and resilient corporate culture.
The ego and decision-making
Ego can also skew decision-making. A leader who refuses to admit that they have made a mistake may persist with an ineffective strategy simply to save face. They may ignore warning signs, downplay risks, or reject data that contradicts their intuitions.
Conversely, a leader capable of critical reflection, who is willing to question their own ideas, makes more informed, strategic decisions that are better aligned with the reality on the ground.
A change in posture that pays off
SMEs that embrace a culture of vulnerability often see tangible benefits: better talent retention, greater capacity for innovation, more fluid communication, and increased agility in the face of change.
But this change in attitude requires courage. It requires deconstructing certain deeply held beliefs about the role of the leader. It also requires concrete tools to learn how to recognize the signals of the ego, develop active listening, and build trust.
What you will discover at the conference
What you will discover at the conference
During my presentation at Stratégies PME, I will offer you:
- Tools to identify manifestations of ego in your daily management;
- Strategies to promote a culture of transparency, collaboration, and continuous learning;
- Above all, it is a space to reflect together on what it means to be a strong leader… without needing to be infallible.
In conclusion, saying “I don’t know” is not an admission of failure, but an act of enlightened leadership. It is recognizing that the complexity of the business world requires more than certainty: it requires listening, adaptability, and a healthy dose of humility. What if, this year, you made this attitude your greatest strategic advantage?
I invite you to come and discuss this with me at Stratégie PME in November. Together, let’s explore how to transform your ego into a driver of growth!
Caroline Ouellet, CRHA
President of PRATIQ, PCC-certified business coach, certified trainer, and HR/OSH consultant
