Why Not Be Dumb(er)?

To the amazement of some, the sequel “Dumb and Dumber To” is raking it in at the box office. It never hurts to have writers and directors like the Farrelly Brothers, or co-stars the likes of Jim Carry and Jeff Daniels (with some additional help from Kathleen Turner, Bill Murray, and others), but, seriously, a movie whose main characters are two numbskulls whose collective brightness doesn’t add up to even one Stooge might invoke the question: Is that entertainment? Apparently so. And, being dumb (or dumber) might be a good business strategy as well.

As reported in Business Insider recently, Ashley Morris – the CEO of Capriotti’s Sandwich Shop, which has over 100 locations across the United States and currently has around $60 million of annual revenue – is clear on his position. When he meets with his associates, he wants to be the “dumbest person in the room”.  The 34 year old entrepreneur displays wisdom far beyond his youth. “If you are the smartest, most experienced person in the organization, then you can only be the teacher and never the student” notes Morris, and this takes away the opportunity to grow professionally. Hiring smarter and more talented people also has improved his company’s decision making and strategic planning processes, and saved the company a demonstrable amount of money over time. There is a need to balance this philosophy with an understanding that employees are also looking for inspiration and want to have confidence in their bosses, so while you may be the technically dumbest person in the room you need to offset that with quality leadership skills.

One comparison that comes readily to mind is that of athletics. If I am going to take tennis lessons, do I want to learn from someone who knows more about tennis than I do, and who is more skillful, or less? When I play tennis, does my game improve more by playing opponents who are equally or less skilled than I am, or by choosing to play against those whose performance is a notch or two above mine? In most business endeavors, the same is true.

Something else that is likely to improve when you surround yourself with smart people is listening skills. If you think (or know) that you are the smartest person in the room, you may have a tendency to discount what others have to say. When the reverse is true, you are more likely to listen closely to everything that is said, both so as to not miss out on something important, and because you realize that your contributions may not be the most crucial in any giving situation. People like it when others listen to them, so you will also gain in terms of your relationships with others.

You may not sacrifice anything in the way of reputation, either. Outsiders, seeing someone who is willing to put together a team of smarter associates, will often appreciate your ability to do so. Cleverness often trumps intelligence. And, you demonstrate a heightened level of self-confidence in your leadership abilities when you show that you are not afraid to be dumber than your employees.

Sometimes, it’s helpful to act like the dumbest person in the room even if you aren’t, really. Asking questions consistently can provide you with insight and understanding that will greatly enhance your ability to create and lead a cohesive team. Focusing on the process as much as the solution pays dividends to the savvy boss. “Why are you doing it that way?” or “Can you explain this process to me?” are questions that will not only help you know what is going on but also uncover the motivations and thought processes of your staff.

You’re the boss, and there are good reasons for that, whether because you founded the business or rose to the top due to your people management skills. Now, decide whether it is all that important that you be the smartest person in the room, too. You may decide it really isn’t necessary.