Source: fastcompany.com

Three ways to reach beyond what you think you know.

The moment we stop asking “What if?” and begin assuming “I already know” is often when our growth starts to slow. The discomfort of not knowing—which once pushed us to learn—can fade quietly. In its place, we may mistake progress for familiarity.

During my years in cereal innovation, I led successful product launches, received industry recognition, and built a strong reputation in the field. While I was grateful for the trust of colleagues and teams who contributed to that work, at a certain point, I’d stopped asking new questions, seeking out fresh research, or challenging my own assumptions. Somewhere along the way, I became too comfortable with what I already knew.

When I speak with accomplished leaders about mastery, a consistent theme emerges: The standard continues to rise with expertise, and the real plateau starts when we believe we have arrived. There’s always more to learn, and that’s a good thing.

I continue to pursue the 2.0 version of myself, as I believe meaningful growth requires time, patience, and a willingness to let new experiences shape us.

3 ways I build my career capacity
My career goals concern gaining a broader perspective, becoming a better leader for others, and building systems to support enterprise growth. That focus keeps me grounded in purposeful progress, along with gratitude for the people and experiences that expand my thinking. Here’s how I’ve applied it.

1. Think to the next level
One helpful practice is making a deliberate mental shift to think beyond my role or title. No matter what role I am in, I push myself to operate one level higher.

For example, when I was a manager, I put myself in the shoes of my director, which helped me elevate my thinking to strategy. I could anticipate challenges and offer ideas and solutions with a broader brand or department impact.

This shift helped me move toward influencing direction more intentionally and shaped my ability to support my teams. When team members came to me with problems, I encouraged them to bring their thinking with them. I often said, “Don’t delegate the thinking up. Show me the issue and your proposed path forward.”

That approach is valuable at every level, from individual contributors to directors preparing for vice president responsibilities. We build the capabilities for the next role long before we formally step into it.

2. Remember the hours in a year
A few years ago, an idea changed the way I think about time. We have roughly 2,000 productive hours in a year, which sounds substantial. Yet those hours disappear quickly once you account for meetings, administrative work, routine follow-ups, and the many unexpected demands that fill a calendar.

I became much more intentional about my time investments. Among all the things I can do, I prioritize the work creating the greatest value. The question becomes, “Should I be the one doing this?”

Many of us carry a strong sense of responsibility for work that someone else could also do well, or perhaps even grow from doing. We hold on to tasks because we enjoy them, or they feel familiar, or we worry they won’t be done to the same standard.

That instinct can limit our development and the development of others. When we let go, we leave room for our teams to contribute, learn, and expand their capabilities.

Delegate authority genuinely through the team. Give team members ownership over strategic projects and publicly recognize their achievements.

3. Give grace around expectations
Like many professionals, I’ve also felt the pressure—often self-imposed, rather than coming from my workplace—to do everything while appearing fully in control.

A clear reminder of this came from my teenage daughter. One evening, while I was preparing dinner, reviewing presentation notes, and responding to emails, she watched me for a few moments and asked, “Mom, do you always have it all sorted in your head?”

I paused and gave her my full attention.

“No,” I told her. “Most adults don’t. Most of us are still figuring it out.”

She seemed relieved. “That helps,” she said. “It seems so exhausting to go around thinking everyone else has got it all figured out and you haven’t.”

I reflected on how much energy we spend maintaining the appearance of certainty and the cost of that performance. That includes the people around us who assume they’re the only ones still learning.

I told her, “No one has it all figured out. But if you stay curious and hungry, you’ll learn what you need to learn. And when you think you have, stay humble, because there’s always more to understand.”

That perspective has served me well. Admitting what I don’t know has opened more doors in my career than expertise alone ever could. The questions I might have hesitated to ask also led me to new ideas, better decisions, and stronger outcomes, and connected me with colleagues whose perspectives and contributions strengthened my own thinking.

Growth is the goal, not comfort. When we remain curious, make room for others to contribute, and continue preparing ourselves for what comes next, we reduce the risk of building invisible ceilings above our own careers. The most effective leaders continue learning, listening, and evolving with purpose.