Are you asking questions?

I’ve always enjoyed watching courtroom dramas, which is why I was drawn to a funny article showcasing a witty exchange between a lawyer and a coroner that caught my attention.

Here’s how it went during an actual trial:

Attorney: “Doctor, before performing the autopsy, did you check for a pulse?”

Coroner: “No.”

Attorney: “Did you check for blood pressure?”

Coroner: “No.”

Attorney: “Did you check for breathing?”

Coroner: “No.”

Attorney: “So then, is it possible the patient was alive when the autopsy began?”

Coroner: “No.”

Attorney: “How can you be so certain?”

Coroner: “Because his brain was sitting in a jar on my desk.”

Attorney: “But could he have still been alive, somehow?”

Coroner: “It’s possible… he could be alive and practicing law somewhere.”

The questions elicited a sharp, punchy retort. Perhaps this is the reason why most people – especially leaders – refrain from asking questions, fearing they will be perceived as dumb or stupid.

There’s an old myth that still quietly dominates many boardrooms and team meetings: that leaders should always have the answers. However, the truth is that no leader knows everything. Pretending otherwise can quietly sabotage not just progress but also trust.

I’ve met leaders who silently suffer under the pressure of “needing to know.”

I’ve also been mentored by giants like Dr. Harold Sala and Denis Waitley, who showed me that authentic leadership isn’t about having all the answers – but asking the right questions at the right time, and to the right people. That’s not weakness. That’s wisdom.

Many leaders are reluctant to ask questions because they believe seeking assistance implies failure. Leaders who reach the top often experience genuine concerns about appearing incompetent when they ask for assistance. But research also shows we’ve been looking at this the wrong way.

According to studies by Harvard Business School, individuals who ask for help or advice are perceived as more competent, not less, because it shows humility, self-awareness, and respect for others’ expertise.

There’s a difference between being vulnerable and leading through vulnerability.

Over-disclosure represents the first type of vulnerability.

Strategic vulnerability represents an intentional approach which enables others while building trust.

Dr. Amy Edmondson, a leading expert on psychological safety, says that when leaders model fallibility by admitting “I might miss something here; I need your input,” they create safer environments where people speak up and contribute freely.

That’s where innovation happens.

That’s where people take initiative without fear.

Because the reality is: no team thrives under a leader who pretends to be a walking Wikipedia.

The best teams are led by someone who values insight over ego.

As leaders, you will not lose credibility by asking questions if you effectively and carefully craft your questions and requests for assistance.

Here are some ideas you may want to consider:

Set the tone. The way you behave will establish the standards that others in your leadership position will follow.

Frame the challenge as shared. You should express this situation as a collective challenge by saying, “We are in uncharted territory, so let us work together.” Your approach transforms from feeling helpless to working as a team.

Highlight others’ expertise. Request their professional assessment of the situation because they have experience with comparable cases. Your request demonstrates both respect for their knowledge and awareness of their strengths.

Be specific and constructive. You should request a review of the proposal to confirm complete coverage, rather than saying you are stuck. Clarity builds confidence.

Apply confident humility. Ask your team for their opinion on this matter by saying, “Let’s discuss this together” or “I need your input on this.” The display of security replaces feelings of insecurity.

Link the ask to the situation – not self-doubt. The client modified the brief, so you should state this fact rather than engaging in self-criticism. The team should work together to determine the adjustment, as this approach views the problem as a collective challenge rather than an individual failure.

Great leaders don’t just give answers, they ask the right questions.

Your questions – delivered with humility and clarity – establish the environment that allows new ideas to emerge and team collaboration to flourish.

Leadership exists beyond possessing every possible solution. The leader’s role is to establish conditions that enable team members to share their ideas.

Asking questions isn’t a sign of weakness. It’s a sign of wisdom.

It invites insight.

It builds trust.

It transforms separate people into a unified team.

The only “dumb” question is the one that remains unasked because of pride or fear.

So, what is your question?

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