It is impossible to be an expert in every field. So, when you face a challenge in your career that you cannot overcome, you have two choices: find excuses or admit your limits and ask for help.
Although it sometimes hurts the ego, you should try as much as possible to choose the second option.
For my part, when I was promoted to production supervisor, I faced a huge challenge: I had neither the mechanical knowledge nor the practical experience to keep production lines running. I was unable to allocate work orders, connect tanks to the filler, or carry out the manual tasks that my employees mastered perfectly.
In fact, I was—and still am—mediocre at those technical activities. But that wasn’t a problem: it wasn’t my job.
From the moment I entered this role, I made a crucial decision: to openly admit my limits to my team.
I chose humility over pretension.
Admitting my shortcomings… and recognizing their expertise
From the very first days, I made things clear with my employees. I admitted that I didn’t have the skills to do their work, but I was willing to listen to understand their challenges. My role would be to provide them with a positive work climate, based on cooperation, respect, and teamwork.
I positioned myself not as the one with all the answers, but as a safety net: proactive, attentive, and determined to find solutions with them.
I still remember my mechanic’s smile when he explained a problem related to the sprocket. I honestly replied: “I have no idea what you’re talking about.” It made him laugh. I could have faked understanding, nodded, and hidden my ignorance. But my strategy was different: to confirm that he was the expert and that his role was essential. That simple gesture reinforced his importance and responsibility within the team.
Helping on the production line was a lesson in humility
But it was another gesture that had the greatest impact. When a production had to be completed urgently, I joined my employees on the line to lend a hand.
Let’s be honest: I was awful. I slowed things down more than I sped them up. But… my inefficiency became a source of laughter and bonding.
These shared moments had a powerful effect:
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They reduced the stress of workload overload.
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They showed that no one was “too important” to roll up their sleeves.
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They gave my employees immense pride: seeing their boss struggle with a task they mastered highlighted their skill and value.
I wasn’t trying to be the most efficient. My goal was to share the experience, show solidarity, and demonstrate that in my team, we won together and we lost together.
Giving credit… and taking responsibility
Being a manager is not about shining alone. It’s about knowing how to put your team in the spotlight. Here are three essential reminders I learned:
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Your value doesn’t decrease when your employees receive praise.
If you communicate well with your superiors, they know the role you played in the results. Employees deserve recognition for the work they accomplish. -
Resist the temptation to take the credit.
If you monopolize recognition for a collective success, you destroy employee trust and engagement. They are the main actors of the result. -
Take responsibility when things go wrong.
Being a manager means owning the mistakes. In front of your bosses, there’s no need to look for someone to blame: it’s your responsibility. In private, of course, you must talk with those responsible, understand what happened, and work to prevent the mistake from recurring. But protecting yourself at your employees’ expense ruins your credibility and their trust.
Humility as a leadership lever
A true manager is not someone who knows everything or does everything. It’s someone who:
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Admits their limits without shame.
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Trusts their employees.
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Creates the conditions for the team to grow and shine.
Humility is not a sign of weakness. It is a sign of courage and self-confidence.
When you dare to step back, your employees feel recognized and valued. And it is precisely under these conditions that performance, engagement, and innovation emerge.
Conclusion: Dare to admit your limits
If I had chosen to hide my weaknesses or distance myself from the shop floor, I would have missed precious opportunities to strengthen my team’s cohesion.
On the contrary, by admitting my ignorance, celebrating my employees’ expertise, and joining them in the collective effort, I discovered a simple truth: a leader who steps back allows the team to shine.
The next time you’re tempted to control everything or hide your shortcomings, remember this: your role is not to know or do everything. Your role is to help your employees excel, protect them when things go wrong, and give them credit when things go well.
Trust the process: it works.
Discover How to Delegate Better in 5 Steps
Would you like to learn how to delegate better to free your mind and reduce your stress?
My practical guide, Master the Art of Delegation in 5 Key Steps, is designed to give you simple and effective tools to:
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Help your team members grow and take on new responsibilities
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Identify who in your team can support you
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Reduce your stress and reclaim your time
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Escape firefighting mode and become strategic again
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Improve workplace atmosphere and collaboration
If you’re ready to transform your leadership style and build a more engaged and high-performing team, I’m here to support you.
Together, we’ll work on practical solutions to overcome your current challenges and achieve your future goals.
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Carl-Michael Tessier, M.Sc., MBA
Coach in high-performance team development and tailored leadership support
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