What to Do When You Don’t Have a Good Answer

One of the great myths of leadership is that you need to have all the answers.

In reality, you don't.

As your company grows, the problems get murkier, the stakes get higher, and the "perfect" choice gets harder to find.

This is especially true with people and org-related issues.

When you’re navigating power dynamics, big egos, and unclear responsibilities, there are often no easy answers.

So what can you do in these situations?

Here are three things you can do when you don't have a good answer.

1. Ask for help

It took me years to realise that one of the most powerful things you can say as a leader is, “I need your help.”

Not in a performative way, but in a grounded, sincere way.

"I need your help. I’ve noticed [observation about team dynamics], and I’m wondering about [core concern]. I’d love to hear your perspectives."

When you say those words, you invite your team into the problem-solving process.

The truth is, people want to help you.

If you're afraid it'll make you look weak—it doesn't. Quite the opposite: solving tough problems is a team sport.

2. Share a half-baked idea to work on together

There’s a lot of pressure as a founder to present perfectly formed ideas. After all, you’re supposed to have a crystal-clear vision, right?

But some of the best ideas I’ve had started half-baked—just a hunch that there was something worth exploring.

Be like Jeff Bezos and ask your teams not to shoot down ideas that need space:

“I have an idea I want to work through with you—but it’s not fully fleshed out, so I need you to work with me because I believe there’s something here.”

This takes the pressure off being right and empowers your team to help shape the idea. And when people help build an idea, they’re far more likely to commit to it.

Your job isn’t to be a genius who always has the answers. Your job is to create the space where good answers can emerge.

3. Try an interim solution

Most decisions don’t have to be permanent, even though we often treat them as if they are.

In uncertain situations, framing a change as a test can help.

It increases people’s willingness to try something and invites feedback to improve it.

One unexpected place this has been helpful is in managing org changes—especially when people are nervous about new responsibilities.

Of course, all org changes need to be handled with care. I’m not suggesting you drop a temporary change you know people will hate.

But it’s easier to build on momentum and small wins. Try saying:

• “I’d like you to take on some new responsibilities. We’ll set up a feedback loop and a formal check-in in three months.”
• “I’d like to invite X to the next leadership meeting for [concrete reason]. Let’s see how it goes.”
• “Can I get your support in doing your best to make this work for the next three months?”

Temporary tools can become permanent—once they’ve proved themselves.

Co-creation is key

If you’re wrestling with people or org issues and feel unsure of the answer, that’s not a sign you’re failing. It’s a sign you’re doing the real work of leadership.

You don’t need to pretend you have all the answers.

You need a way to involve people, work on ideas together, and get their buy-in to see what works. Then, you can double down on what works.

Related Reading

• Why Founders Struggle to Show Appreciation
• How to Use Positivity to Handle Tough Conversations
• Three Principles to Staying Sane While Running a Startup

Originally published on August 13, 2025.