How to say “I don’t know” at work
You aren’t going to know everything
We talk you through why not knowing isn’t a weakness - when it’s paired with action, it offers clarity, humility, and respect.
Many of us are taught, explicitly or not, that to appear confident and competent, you have to know things and answer any question thrown at you. So, not having the answer makes us feel like we appear unprepared, unintelligent or unworthy of our role. In fast-paced work environments, especially where we’re trying to prove ourselves or lead others, admitting we don’t know something can trigger feelings of shame, blames, fear or self-doubt.
But here’s the truth: nobody knows everything. Saying “I don’t know” when it’s genuine and intentional is not only ok, but often a smart move. It builds trust. It shows self-awareness. It can prevent mistakes or miscommunication. And when handled well, it can enhance your credibility and authenticity rather than harm it.
Here’s a break down on how to say “I don’t know” effectively in different work relationships: with your boss, as a manager, and with clients or external contacts:
How to say “I don’t know” to your boss
Tips:
Communicate your plan. Don’t stop at “I don’t know”. Make sure you explain how you’ll find out or what you’ll do next.
Own your learning. Frame it as part of your growth or development journey, especially if it’s new territory.
Keep it solution-focused. Be clear on timelines or resources needed to close the gap.
Examples:
“I’m not sure about that yet, but I’ll check in with [team/resource] and get back to you by [timeframe].”
“That’s a great question. It’s not something I’ve come across before, but I’m keen to look into it and let you know.”
“I don’t want to give you the wrong info, so I’d like to do a bit more digging and come back to you with a clear answer.”
“I don’t know the answer offhand, but I know where to find it and will come back to you by the end of the day.”
How to say “I don’t know” as a manager
Tips:
View it as setting an example. Saying “I don’t know” can be powerful modelling behaviour. You can show it’s okay not to know everything and create a more honest and transparent working environment.
Open up shared problem-solving. Use the moment to invite others in or brainstorm together which can enhance teamwork and collaboration.
Balance with clarity. Even if you don’t know the answer, be clear on next steps or where decisions sit. If don’t know, but it’s your job to figure it out, make sure you take responsibility for that rather than passing it over to a junior colleague.
Examples:
“That’s a really interesting question. I don’t know the answer right now, but let’s look into it together.”
“I’m not sure, and I don’t want to guess. Let me check with [relevant colleague] and I’ll loop back.”
“I hadn’t thought about it from that angle, let’s put that on the agenda for our next team meeting.”
“Good question. I don’t have that info to hand, but I’ll find out and keep you updated.”
How to say “I don’t know” to a client or external contacts
Tips:
Be transparent but reassuring. Honesty builds trust, but follow it up with a clear plan or timeline.
Avoid blame or deflection. Own the gap, even if it’s not your direct area, and offer to follow up. If it was the job of another colleague to know something, don’t point that out which can make you / your organisation appear unprofessional or lack collective responsibility.
Use your team or network. Emphasise collective knowledge where appropriate — “Let me check with our specialist…”
Examples:
“I don’t want to give you an incomplete answer, so let me speak to our technical team and come back to you by [timeframe].”
“I’ll double-check that for you and make sure we give you a full picture.”
“I’m not 100% certain, but I’ll confirm it and get back to you later today.”
“I want to make sure I give you the right information. Let me look into it and I’ll follow up shortly.”
So, saying “I don’t know” at work doesn’t have to signal weakness: it can signal clarity, confidence, and a commitment to getting it right. The key is to pair honesty with action. When you do that, you build more trust than pretending to have all the answers ever could.
