The Learning Curve

One of the most important things to know is that you’ll never know it all. Never. Yet, that knowledge doesn’t render the lack of knowledge any less intimidating nor does it lessen the professional authority that is undermined when we are unsure.

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But the recognition of a lack of knowledge can be powerful. Rather than concede to the fear of not uncertainty or doubt, we should allow ourselves to become acquainted with the opportunity that such a position presents; rather than not know, we have been placed in a position to learn. It’s the greatest acquisition that a firm, company, project, individual or entity will ever attain.

I will admit that marketing is difficult. In spite of the dictates, guides, webinars, courses and templates available, developing the strategy that positions a company or project equitably is challenging. Audiences are fickle and technological developments, while creating accessibility to new information and tools instantaneously, demands that a “savvy” marketer is well-versed in advances the second they become available.

This creates a vacuum of pulls for each firm to demonstrate that they are astute and capable of strategizing for today and tomorrow, leaving lesser firms culpable and vulnerable. And, quite frankly, this applies to all firms in all industries. It’s not no business left behind; instead, it’s don’t be the business left behind.

The culture that technology has created is a macrocosm of fear and competition, which negates one important factor: learning is fundamental. The inherent pleasure that is derived from our passions, both professional and personal, is that they avoid the stubborn element of intellectual inertia--resisting deviations to the incremental pace at which change generally takes place—because we have an investment in the progress. We are not afraid to absorb new knowledge because there are few negative consequences. In our passionate lives, we crave change and oftentimes, seek it.

There is an inability to not know because to not know is equated with failure and [potential] losses.

But we didn’t always know. Subject matter experts were once novices. Corporate leaders were previously fledgling entrepreneurs. The most advanced technology was once a beta test, a prototype or concept. At one point, there was an “it” we didn’t know because “it” had not been developed or deemed implausible.

I can only speak for myself and, in doing so, I will admit that there was a fear in creating Agnes Lane Communications. I feared a lack of resources. I feared a lack of support. I feared a lack of knowledge. Yet, one day, it happens upon you that you’ll never know everything. There is a reason that companies have executives, specialists and support staff. There is a reason that roles are departmentalized and recertification is necessary: it’s because skills and knowledge bases are quickly outdated with daily research, advances and newly revised best practices.

It’s okay to not know. In fact, it is refreshing. While it is never advisable—or desirable—to enter an industry or arena blind, there’s nothing wrong with not being the most intelligent person in the room. Where a wise person is weak, he (or she!) seeks more knowledge and guidance. He questions and hungers for knowledge so that he can be the rule breaker that becomes the rule maker.

Don’t be afraid to not know. Be only afraid to not want to know more.