In a recent episode of the Harvard Business Review IdeaCast podcast, Wayne Baker, professor emeritus at Michigan Ross and a Sanger Research Lab member, explores a challenge many leaders quietly face: asking for help when others expect you to have the answers.
Leaders are often rewarded for confidence and decisiveness, which can make asking for support feel risky or uncomfortable. But Baker’s research shows that avoiding help-seeking can limit effectiveness—both for individuals and teams. Whether a leader needs input on a complex decision, additional resources, or support navigating uncertainty, progress often depends on making a clear and well-framed request.
Baker emphasizes that effective help-seeking is a skill. It starts with defining what you actually need, identifying who is best positioned to help, and crafting a request that connects to shared goals. When done well, asking for help doesn’t signal weakness—it builds trust, strengthens relationships, and leads to better outcomes.
These ideas are central to Baker’s book, All You Have to Do Is Ask, which examines how generosity, networks, and thoughtful requests shape success at work. His work reinforces a simple but often overlooked truth: leadership isn’t about having all the answers—it’s about knowing how to mobilize the right support at the right time.