Have you ever been asked to take responsibility for a function or activity you have never undertaken before? How did you feel? Overwhelmed? Out of control? What were your immediate thoughts? Did you want to do it all yourself?

As our careers progress, we are often asked-or given-the opportunity to take on assignments outside our sweet spot. By assignment or otherwise, we're placed in a position of power and responsibility and we're expected to deliver results.

Early in their career, leaders might be tempted to demonstrate bravado. They try to fool the outside world into believing they know about all subjects and assignments, when at times they haven't a clue. These leaders might quietly go and study as much about the subject as they can, hoping to learn what they really don't know. More seasoned leaders may begin by forming teams to explore or study the issues. In any event, usually the leader will ultimately have to face the music and admit to gaps in knowledge.

None of us can be expected to know everything. When presented with a challenge outside our area of expertise, the prudent approach is to delegate authority or develop working teams in which team members' strengths offset others' weaknesses.

Just think about it. Less than a year ago, President Bush was widely criticized during his campaign as being inexperienced regarding foreign policy. How many times had he traveled abroad? Fewer than five times? Now he and his colleagues have one of the most difficult challenges in the world: to figure out how to eradicate terrorism. Can President Bush do it by himself? Of course not. He is not an expert at foreign policy, nor is he deeply schooled in the intricacies of each foreign land and the competing issues of religious vs. state conflict. He needs to rely heavily upon his chosen experts, those individuals who have power earned by their specific knowledge. Individuals such as Colin Powell, Condoleezza Rice, and Richard Myers, the Chairman of the Joint Chief of Staffs. When these individuals are amalgamated with Dick Cheney, Dick Gephardt, Dennis Hastert, Tom Daschle, and others who have earned their power legitimately, the President has a powerful team to crack the problem of terrorism, forever eradicating it.

What's this have to do with business? The principles are the same. Corporate leaders, from the CEO on down, need to build teams populated with experts who have earned power and responsibility because of their expertise. Life in this changing corporate world needs to be viewed from the vantage point of "I don't have all the answers. I need other's help."

Early in their career, leaders will be well served to reach out and build coalitions and alliances with internal and external experts. They should be open-minded and accept the input of others. Those leaders who refuse to admit inexperience and push ahead as if they know it all will often meet with failure. The ability to delegate and empower others is a mark of a true leader and greatly increases the likelihood of success.

Now ask yourself... Am I a Leader?