"Often wrong, never in doubt." Have you worked for this person? On occasion a leader's BELIEVED knowledge and competence far exceeds their ACTUAL. It's not always difficult to see in someone else, but can be really difficult observing in one's self. As leaders, how do we know we don't know? More importantly, how do you know you don't know AND how do you respond? We use the Dunning-Krueger Effect as a jumping-off point to discuss leaders who believe they've got a handle on their knowledge, understanding, and competence, but it is fully mismatched with their behavior. How do we keep ourselves and our teams honest by recognizing that what we know about a particular situation or topic may not be the full complement of what can be known.