This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Eva Finseth, IMA Norway on 12 November 2024.
For me, this has become more than just a passing thought—it’s been a daily experience over the past year, as I’ve navigated the world of data centers.
When I first started, I felt fairly confident that I had a solid grasp of the industry. After all, I’d already encountered data centers during my previous jobs, so I assumed I could build on that knowledge.
But as the weeks turned into months and I dug deeper into the layers, it was as if I hit a wall of realization, a mirror showing me the sheer breadth of what I didn’t know.
The Dunning-Kruger effect was right there, staring back at me.
The Dunning-Kruger effect is when people with limited knowledge overestimate their competence, while those with more experience become acutely aware of what they don’t know.
You know, the Dunning-Kruger effect is a bit like standing on the top of a hill, thinking you can see everything clearly, only for the mist to lift and reveal a vast landscape that’s nearly overwhelming.
It’s as if I thought I knew every tree in the forest, only to discover valleys, rivers, and mountains that I hadn’t even noticed before.
At the beginning, I felt I had sight of it all, but now I realize there are endless paths and hidden nooks that I’ve barely started to explore. It’s humbling, and oddly beautiful.
What I find most interesting is how this effect isn’t just personal; it affects teams and organizations, too.
There’s this almost invisible pitfall of believing we have everything under control, thinking we understand more than we do when we’re really only scratching the surface.
I’ve fallen into that trap myself, feeling assured that I had things handled, only to find there was so much more to learn. And once you see this blind spot, you start to notice it in others too—not as criticism, but as a gentle reminder that we all need to be open to asking questions.
This awareness has changed the way I approach my role. I’ve learned to embrace the discomfort of not having all the answers and to actively seek feedback from others.
And you know what?
There’s a kind of freedom in that openness. It’s like admitting to yourself that you don’t always have to be the captain, steering the ship—sometimes it’s enough to just be a willing passenger, taking in the view. This shift has made me a better professional, and it’s a journey that never really ends.
If there’s one lesson I’m taking from this past year, it’s that real growth begins when we dare to acknowledge our own limitations. That’s where true learning starts.
How about you? Do you ever find yourself willing to admit that, sometimes, you don’t have a clue?
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This article is penned by Eva Finseth, Personal Assistant at Stack Infrastructure and Chair of IMA Norway.
The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author.
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