Have you noticed how many “experts” there are out there today? No matter what the problem/challenge/opportunity before you, there is an expert who has an answer. That might seem like a great thing, and it can be in some cases. I’m just not at all sure that “experts” make the best leaders. Let me explain.

Experts know a lot about the thing they know about. In fact, I have run into many an expert who thinks they have THE answer about their area of focus. And that is exactly the problem. When you become an expert, when you have THE solution, you quit gathering new information, considering additional possibilities, or calculating the impact of changing variables. You have devoted years of effort to create an amazing hammer . . . and as a result, everything starts to look like a nail.

If an expert doesn’t make the best leader, who does? A life-long learner. It is fine to be a life-long learner with a lot of experience — in fact, that is highly desirable. So what is the difference between an expert and a life-long learner with a lot of experience? The former thinks they have found the answer, the latter is continually looking a better solution. The best leaders are seekers — not in terms of the “what” of their mission, but certainly in terms of the “how”.

Even when it appears they are at the top of their game, a leader committed to learning is always looking for ways to improve, to extend their reach, to have a greater impact. How?

• They listen. To those who receive their services, those who provide their services, the “experts” who are happy to offer solutions, and others in the field . . . all of whom can contribute to a greater understanding of the issue at hand.

• They challenge. Even when their organization enjoys great success, and it would be easy to sit on their laurels or pat themselves on the back, they are looking for a better way — either through small tweaks or bringing an entirely new approach to their efforts.

• They don’t put limits on their thinking. It doesn’t matter if a concept comes from a different industry, from someone with no experience, or if it seems “impossible” given the current environment. “Why not?” and “What if” are regular parts of their conversations.

The best leaders continually expand their understanding. They can have a great deal of expertise, but always consider their efforts a work in progress. “Making it,” being an “expert” is a stopping point. Learners don’t stop. Who do you think is most likely to move your organization forward?