As we move up the organizational hierarchy, we inevitably lead people who perform work we've never done ourselves and know things that, in most cases, we have no idea about. So there will be times that we will be faced with questions we cannot answer or, worse, understand.

So how can we maintain our credibility with people who are more expert than we are? 

Good leaders don't lose confidence in themselves, but neither do they pretend to know everything. Instead, they deepen and understand to first support their team and then guide.

They focus on understanding the obstacles their experts face. They learn what makes their work more difficult, the processes and people they depend on to perform their work, what obstacles or barriers appear in their way, and the deadlines and pressures they face. This is what experts want from their leaders. They don't need guidance; they know how to do their job. They need support that is practical and effective. 

Leaders who take the time to understand the obstacles their teams face gain tremendous credibility. Team members do not expect leaders to remove the barriers but to understand that these barriers exist. 

If, in some cases, a leader makes their job easier