‘I haven’t the slightest idea how to do it’: The power of admitting your ignorance

In 1938, some of the most powerful figures in the automobile industry gathered for lunch at the Waldorf Astoria in New York. Seated among the titans of industry, executives and leading suppliers, attendees eagerly awaited the keynote speaker – a man who had revolutionised the world of cars, engineering and beyond.

His name was Charles F. Kettering, a prolific inventor whose work had shaped modern life in ways few could rival. By this time, Kettering had racked up over 300 patents, including lead gasoline, the electrical starter motor for cars, and advances in refrigeration and air-conditioning. He was a legend in his field and a true figure of influence.

So when Kettering took the stage, the room fell silent. What came next, however, stunned the audience.

Kirstin Ferguson says blindspotting enables us to value the contributions of others, even when their views diverge from our own. Credit: Attila Csaszar

Instead of delivering a speech filled with certainties and predictions about the future of the automobile industry, Kettering said something almost unthinkable for a leader of his stature: “If we could get this idea that we know very much about anything out of our minds,” he said, “we have a wonderful future ahead of us – in any line of business – if we will just lift the lid and say we know so little about anything.”

This was blindspotting in its most powerful form – acknowledging what you don’t know. It’s the key to embracing intellectual honesty and allowing curiosity to guide you into uncharted territory. At a time when gasoline powered every vehicle on the road, Kettering challenged the automotive industry’s brightest minds to consider a radical new idea: cars powered by the sun. “I haven’t the slightest idea how to do it,” Kettering admitted to a room filled with executives and industrialists.

But that didn’t matter. What mattered was that he was willing to entertain the possibility. And that, he believed, was the key to unlocking innovation.

Kettering’s message was clear – real progress would come not from clinging to what you already know, but from opening your mind to what you don’t.

Fewer than 20 years later, General Motors (GM) – the very company where Kettering was once the long-time vice president of research – unveiled the world’s first solar-powered vehicle. It was called the Sunmobile, a tiny 15-inch model Corvette fitted with eight solar cells on the hood. Invented by GM engineer William G. Cobb, the Sunmobile made its debut at a car convention in Chicago in 1955.

Though small, this working model was a breakthrough. To the rapturous applause of onlookers, Cobb drove the miniature Sunmobile across the stage, showcasing the power of harnessing solar energy.

Kettering’s willingness to embrace his blind spots and admit that he didn’t have all the answers had paved the way for possibilities that had once seemed far-fetched. By publicly calling for intellectual honesty, Kettering had role-modelled blindspotting. His openness to uncertainty created a culture where innovation could thrive in the automobile industry, and ideas that were once unimaginable became reality.

In a world where leaders are often pressured to have all the answers, Kettering showed the real key to success lies in our willingness to question, to doubt and to see the world with fresh eyes. His legacy reminds us that when we embrace blindspotting – when we are intellectually honest, curious and flexible – we open ourselves up to a future where anything is possible.

The more we commit to practising blindspotting, the more it will become second nature – an instinctive part of how we see ourselves, engage with others and interpret the world around us. Just as Charles Kettering demonstrated, acknowledging what we don’t know is not a weakness but a strength. Blindspotting acts as the engine that drives individual leaders and entire organisational cultures towards greater creativity and a lasting positive impact.

Rather than saying “I don’t know”, Kettering would have been more accurate to say, “I don’t know … yet.”

Dr Kirstin Ferguson’s book challenges leaders to seek out the unknown.

Blindspotting transforms how we think about ourselves, what we believe we know and the kinds of information we actively seek out. It sharpens our mental agility, equipping us with the tools to navigate uncertainty – whether that’s technological, financial or social – and helps us tackle these complex challenges. By integrating blindspotting into our leadership, we’re more likely to make more informed, thoughtful decisions and create environments where flexibility and curiosity thrive.

Blindspotting transforms how we think about ourselves, what we believe we know and the kinds of information we actively seek out.

Blindspotting also encourages us to actively seek out a variety of perspectives and to collaborate with individuals different from ourselves. It’s a practice that enables us to value the contributions of others, even when their views diverge from our own. It helps us approach difficult conversations with an open mind. In doing so, blindspotting fosters more inclusive, innovative environments where differences are seen as opportunities, not obstacles.

Kettering’s lesson? True progress comes from being open to the unknown, challenging what we think we know and embracing the possibilities we might not yet see. This is the foundation on which blindspotting is built.

This is an edited extract from Blindspotting by Kirstin Ferguson (RRP $36.99, Penguin Random House Australia). Available June 3, 2025 from retailers, as an eBook and audiobook.

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