P.F. Chang's

Mary Cooper

Automotive Training Leader

If you lead a team of curious L&D professionals, there will come a moment when someone on your team knows more than you do about a new tool, trend or strategy. That moment can feel uncomfortable, as many of us are used to being the most knowledgeable in the room. So what do you do when it feels like your team knows more than you do?

To start, let’s ground ourselves. Success is not a zero-sum game, so the development of one does not come at the expense of the other. Instead, it is an incredibly valuable asset for you as the leader! After all, you’re not a player on the field anymore—you’re the coach. And there’s not a single coach out there who is upset by a player getting extra practice.

Begin by considering the strengths of your team. Who is good at bringing new ideas and challenging the status quo? Who is structured and manages workflows well? Who is bold and ready to fight for change? And who may be a little too comfortable where they are and ready for a new challenge?

Make learning part of your team’s regular schedule. Encourage them to dedicate time each week to learn about something they find interesting. In our world where budgetary resources are strained, it is challenging to find time for the ‘fun’ things. This is where you come in to prioritize it for your team or even block time on their calendars to do so.

Next, ensure there is a teach-back session where team members share what they’ve learned. This can be during a regular team call or an in-person huddle. Perhaps it is even an opportunity to flex the new skill by creating a course or job aid to demonstrate the new knowledge.

And when it feels that curiosity has stalled, ask the question, “What challenge does our team face? And what would YOU do about it?” Ensure this conversation is always solutions-focused and encourage your team to research and try new methods. You never know when someone has been sitting on a brilliant idea, waiting for the right moment to share it.

Learning itself has evolved exponentially in recent years and this is where clinging on to the tried-andtrue ways of the past will only leave you further behind. What worked 10 years ago cannot make a dent today and even what was developed 24 months ago may need a revisit and enhancement to better meet learners’ needs.

This is where you must consciously support your team and have their back when presenting new ideas. Let your team try something new. It may fail, but it may also work much better than expected! The worst outcome of any attempt is learning how to try differently next time.

And most importantly, watch for when you may steamroll your team’s new ideas. Trying new things will feel uncomfortable, especially where you have previously felt confident in your knowledge and strategy. It takes humility to give your team the reins and it takes courage to defend when they may stumble.

When that quiet voice of insecurity starts to whisper, remind yourself: your job is not to know the most. Your job is to build the conditions where learning spreads, ideas are tested and people become stronger because of your leadership. Don’t fear a team that is growing faster than you. Celebrate it, protect it and use it. Because when your team gets stronger, your leadership does too.