Most of us have heard the phrase “Don’t be the smartest guy in the room,” but what does it really mean? George Deeb, author, Forbes contributor and managing partner at Red Rocket Companiesjoins us on the latest episode of The Small Business Show to give your opinion on the phrase.
Key points
1. George Deeb emphasizes that if you are the smartest person in the room, you limit your ability to grow and improve as a leader. He argues that being surrounded by people who can challenge and advise you is essential for personal and business growth. If no one in the room can push your thinking or offer new perspectives, you stagnate rather than move forward. Leaders must listen more than they talk, ask probing questions, and create space for others to contribute.
2. According to Deeb, great leaders focus on hiring people who are not just task-oriented but are able to think about the bigger picture. He notes that leaders should prioritize bringing in smarter team members in diverse areas to propel the company to new heights. This helps diversify the company’s brainpower and ensures that a wide range of innovative ideas can flourish.
3. While Deeb acknowledges that the leader is ultimately responsible for decisions and must “steer the ship,” he stresses the importance of delegation. Leaders should solicit input from their teams and incorporate their ideas into the strategic direction of the company. When team members feel that their ideas have been heard and implemented, they are more likely to be invested in the outcome and excited about the execution. However, it is also the leader’s responsibility to draw the line and make the final decisions when necessary, ensuring that the company’s path aligns with its goals.
4. Deeb highlights that empowering employees with the right tools and the necessary trust is critical to maintaining morale and productivity. Where well-supported employees work more efficiently and experience greater job satisfaction, their frustration can lead to burnout or staff turnover if they feel they are being micromanaged or working with insufficient resources. Leaders who create a positive and empowering environment can prevent the “revolving door” of talent, where employees leave the company due to dissatisfaction with leadership or workplace conditions.
5. Additionally, Deeb strongly advocates for self-reflection and feedback, noting that many leaders exhibit negative behaviors without knowing it. He suggests 360-degree evaluations, where employees can provide feedback on their leader’s performance or hire consultants to gather sensitive information. Leaders who actively seek out this feedback will better understand their strengths and areas for improvement. Deeb emphasizes that constant improvement is critical, as even leaders are not exempt from being held accountable for their performance and behavior.
“If you think you are displaying bad behavior, it is time to correct it. You may be the problem in the room.” – George Deeb.