A recent Fortune article about Josh D’Amaro becoming Disney’s new CEO – following Bob Iger’s retirement – offered some very interesting insights on the challenge of leading. I often skip through ‘big personality’ pieces, finding little value from the “I did it my way” profiles. D’Amaro brings quite a different angle to leadership, however, with an extremely honest reflection that – I believe – many senior leaders will find comforting and possibly breathe a sigh of relief.

At the heart of his reflection is the feeling that uncertainty has guided much of his career. He could have been a sculptor, but instead pursued studies in business administration in order to ‘make a living’. As a result, D’Amaro may bring a different perspective to corporate life. For example, he is willing to say ‘I don’t know’ to his colleagues, which he describes as one of the most ‘liberating, freeing, invigorating feelings you can have…’.

What we know about the path to leadership – and the subsequent pressure it creates – is that leaders are usually promoted for being ‘right’ and for knowing their stuff. They are expected to be on top of things. They work very hard and long hours to have all the facts at their fingertips. And then they get promoted.

The unspoken pressure is that, as a senior leader, they should know even more than anyone around them, despite the scope of their role often becoming wider and less defined. The temptation for many leaders at senior levels is to fill the gaps and always try to have an answer, even though their team members and colleagues are likely to have more detailed insights into what is actually going on.

D’Amaro has been guilty of this himself, recounting an instance when – following a major promotion – he decisively led a meeting and incorrectly advised his team. He was stunned that no one questioned or challenged him. He assumed that everyone felt ‘safe’ to challenge, without ever providing them the opportunity to do so.

Only through being open about not knowing everything and wanting to hear from everyone has he subsequently learnt how to build psychological safety with his employees – which leads to better decision-making, innovation and contributions from team members – and is something he now puts a huge emphasis on. Marcus Buckingham, in a recent HBR commentary, describes it as ‘experience intelligence’ – avoiding “blunt force, chest thumping directives” – while others simply refer to the ‘Josh effect’.

Whichever way we look at his leadership style, Josh D’Amaro seems to be held in high regard and is genuinely appreciated for his openness, vulnerability, and honesty, all of which allow others around him to speak up and contribute. Perhaps we should all take a moment – in our discussions, meetings or Town Halls – to reflect on what we could do to manage that inner temptation to be the smartest person in the room and instead give others a stronger platform to share their thoughts and ideas.