Dunning-Kruger has been found to be an artifact of bad statistics[1] and self-correlating variables hidden in the chart. Fortunately for you, you likely have a general idea of what you know and don't know. The balance between the two extremes of "knows nothing but fakes it" and "knows nothing but thinks they know everything" both start with "knows nothing".
Being humble and honest about what you know and don't know (and not putting on a show you think people want to see) is the best remedy. This is unfortunately at odds with how most corporate workplaces reward people for their diligence - only loud, bragging diligence seems rewarded.
Being wrong and not knowing something is OK. We all have blind spots and biases. This is why teams can be effective, because we can see each other's blind spots and biases and help make sure they aren't an Achilles heel. But it all starts with humility.
1. https://www.mcgill.ca/oss/article/critical-thinking/dunning-...
