Leadership

Confidence Isn’t a Synonym for Competence

/ Dave Eberwein / 2 Comments

Have you ever watched someone speak with absolute certainty about a topic, and you knew that they really had no clue about what they were talking about?

It’s uncomfortable, isn’t it?

We have all likely been that person at some point — where our confidence exceeds our ability. What is that strange gap between confidence and competence? That’s the Dunning-Kruger Effect — and it shows up more often than we think, especially in the workplace. For a few people, it can be a daily event.

Dunning-Kruger Effect: A cognitive bias where people with low competence in a skill tend to overestimate their own abilities and knowledge in that area. This lack of metacognitive awareness prevents them from accurately assessing their own performance, while high performers often underestimate their abilities.

It’s not arrogance — it’s a lack of self-awareness. And ironically, the more skilled you actually become, the more you realize how much you really don’t know. It’s a humbling paradox: ignorance breeds confidence, while knowledge breeds humility.

In the workplace, this can manifest in subtle but impactful ways:

Confidence does not Always Equal Competence
  • Take the new manager who’s just stepped into a leadership role. They’ve read a few books, maybe taken a course or two, and suddenly they’re convinced they know how to lead a team. But leadership isn’t theoretical –it’s relational. Without emotional intelligence, listening skills, and the ability to navigate conflict, that over confidence can quickly erode trust.
  • In politics, a new leader speaks from a place of confidence yet includes statistics and events that are not true or highly exaggerated to make their point. Their presence presents itself as arrogance — yet it’s uninformed arrogance. Being familiar with the topic, you soon lose trust in the leader. You question their integrity, intentions and ability.
  • Or the school district leader, who’s just attended a one-day workshop on a new pedagogical approach to language instruction. They return to their school district, energized, ready to overhaul their system. But, without deeper understanding or support, the implementation falters. Staff are confused, students are frustrated, outcomes may drop, and the leader feels disillusioned. The intent was good, but the execution lacked depth.

Understand this effect isn’t meant to shame anyone. It’s about recognizing a pattern — and learning from it.

The real danger of the Dunning-Kruger Effect isn’t ignorance itself — it’s the illusion of knowledge. When we think we know more than we do, we stop asking questions. We stop listening. And that’s when growth stalls. Arrogance takes over and learning stops.

So how do we move forward as an organization?

NORMALIZE NOT KNOWING

  • In a culture that rewards certainty, admitting “I don’t know” can feel risky. But it’s actually a sign of calm wisdom. The most competent leaders I know are the ones who ask the most questions. They’re not afraid to look foolish by not knowing, because they know that learning is messy — and worth it.

BUILD FEEDBACK-RICH ENVIRONMENTS

  • Whether it’s in a classroom, the boardroom, or a team meeting, feedback helps us calibrate our self-perception. It’s not about criticism — it’s about clarity. When we invite others to reflect back on what they see, we gain insight into our blind spots. And that’s where real growth begins.

INVEST IN REFLECTION

  • Think about a time you were sure of something and later realized you were completely off base. What led you to that conclusion? What did you miss? Reflection isn’t about beating ourselves up — it’s about building self-awareness. Self-awareness is the antidote to the Dunning-Kruger Effect.

LEAD WITH HUMILITY

  • Humility isn’t weakness — it’s strength. It’s the quiet confidence that comes from knowing your limits and being open to learning. When leaders model humility, they create space for others to do the same. And that’s when teams thrive.

The Dunning-Kruger Effect isn’t a flaw — it’s a feature of how our brains work. But when we understand it, and pay attention to opportunities when it might happen, we can move from unconscious incompetence to conscious growth.

So, stop pretending to know when you don’t … admit when you don’t know something … and look for those opportunities to gain the knowledge you’re missing.

Be genuine … Be transparent … Be humble … and seek knowledge.

Why wouldn’t we want to do that?

(This post was inspired by the author prompting AI, however, the majority of the writing is the author’s own work.)

Hiring Our Leaders – What Matters Most

/ Dave Eberwein / Leave a comment

I’ve seen commentary that people who are wealthy must be great leaders. That is typically not my ‘go to’ as I’ve seen some wealthy people who aren’t the most honourable. Having lots of money doesn’t automatically translate into exceptional leadership. Instead, I look for leaders with exceptional personal values — things like compassion, transparency, consistency and honesty. This being said, there are people in this world who are both wealthy and of high moral character.

Warren Buffett is one of those people.

When he speaks and writes about his values, they transcend the boundaries of finance. The following is a great example:

When one talks about integrity, especially when hiring for leadership positions, it can sometimes be an afterthought for some organizations — and that is a huge mistake.

Integrity in our leaders is what builds trust, and trust is the cornerstone upon which successful organizations thrive. Integrity, intelligence and energy are a forceful combination that can help drive organizational success. However, without integrity, a leader who has both intelligence and energy can be dangerous and even destructive.

Leaders need to possess a strong ethical compass to ensure that their decisions and actions are guided by principles that foster respect and belief in their values.

I have talked about this importance of integrity before, when I discussed the critical importance of CHARACTER (Leadership, Character and Congruence – Oct 2023). Integrity and character are intertwined — they both represent that same intangible, and critical quality that helps build long-term organizational success.

The other two traits that Buffet discusses — intelligence and energy — are undoubtedly valuable in a leader. Intelligence allows for strategic thinking and problem-solving, while energy drives motivation and productivity. However, without integrity, these other two qualities lead to manipulation and dishonesty. A leader who lacks integrity often uses their intelligence to deceive and their high energy levels to pursue selfish goals, ultimately harming the organization and its people.

Buffett reminds us that leadership is not merely about achieving results, but about how those results are achieved. Leaders with integrity create an environment where employees feel valued and respected, leading to higher morale and productivity, and it fosters a culture of transparency and accountability essential for long-term success.

This creates a ripple effect, encouraging employees to act with their own honesty and responsibility.

Effective Leaders lead with Integrity

In today’s fast-paced environment, the temptation to prioritize short-term wins over long-term values can be tempting, yet disastrous. Organizations must look at future leaders beyond their resumes and job qualifications, to assess their character and values. This involves evaluating their past behavior, decision-making processes, and their commitment to ethical principles.

  • Do they resolve situations by holding true to the values they espouse?
  • Are they a person who handles difficulties with grace, dignity and accountability?
  • Are they honourable when no one is looking?

Leadership in education is about the long game. You build productive change by living true to one’s values. Your personal and consistent commitment to them is the game changer for positive results. Leaders who uphold this principle are better equipped to make decisions that benefit their organizations in the long run, even if it means sacrificing immediate rewards.

Furthermore, integrity in leadership is not just about avoiding unethical behavior; it is about actively promoting ethical practices. Leaders with integrity lead by example, demonstrating the importance of honesty, fairness, and respect in all aspects of their work.

So, while intelligence and energy are critically important, they must be grounded in a strong ethical foundation to be truly effective. When hiring leaders ensure that integrity comes first, second and third. Only then, will the leader’s intelligence and energy push your organization to greater heights.

(NOTE: This post was created with the assistance of AI on the Warren Buffet quote, however, there was significant input in the final product from the author’s own beliefs and content.)

Political and Social Changes: Leading in Unpredictable Times

/ Dave Eberwein / 2 Comments

If you had asked me even 2 years ago if the world’s political and social climate would have been this unpredictable, I’m confident my answer would not be the same as it is today. From our recent BC provincial election, to the recent change in the American presidency, and a possible significant change at the Canadian federal level as well, our political and social realities are undergoing massive upheavals.

There is a bubbling social undercurrent where voices of intolerance, accusation, and finger pointing are becoming more noticeable.

Building an Effective Team Should be Critical for Every Leader

How do educational leaders continue their important, collaborative work of building an inclusive, welcoming and engaging environment during this time of uncertainty?

Authenticity … the substance of effective leadership.

Being authentic is a critical component of creating an environment where everyone feels important — where trust flourishes and people grow. Leaders need to focus on their authenticity more than ever at this critical time of change.

But what exactly makes authenticity so vital in leadership, and what must leaders do to achieve it?

Authentic leadership is rooted in self-awareness, transparency, and a strong ethical foundation. Leaders who are authentic stay true to their values and communicate openly with their teams. This transparency builds the trust which is critical for employees to feel that they are engaging with a real person rather than a façade or a simply another person with a title.

Higher levels of employee satisfaction, personal productivity and collaboration can be the result. When employees trust their leaders, they feel more secure in their roles and are more committed to their work — they feel valued and respected. High-trust companies report significantly lower stress levels, higher energy at work, and greater overall satisfaction (“Authentic Leadership: What it is and Why it’s important”, Harvard Business School, Dec 2019).

Transparency

One of the key ways authentic leadership fosters trust is through transparent communication — both from the leader themselves but also from the organization as a whole. Leaders who are open about their decisions, challenges and successes create a culture of honesty and integrity. This openness not only builds trust but also encourages employees to be more forthcoming with their own ideas and concerns. As a result, the organization becomes more collaborative and innovative.

Empathy Builds Connections

Empathy

Leaders who genuinely care about their employees’ well-being and development are more likely to earn this critical trust and loyalty. Empathy involves understanding and addressing the needs and concerns of employees, which in turn fosters a supportive and inclusive work environment.

Self-awareness

To cultivate authenticity, leaders must first develop self-awareness — understanding their own strengths, weaknesses, values, and motivations. Self-aware leaders are better equipped to lead with integrity and make decisions that align with their core values, which in turn suggests they are more likely to be confident, purposeful, and value-driven.

Vulnerability

Being Vulnerable with Your Team Can Help Build Trust

Another strategy for cultivating authenticity is to practice vulnerability. Leaders who are willing to admit their mistakes and learn from them demonstrate humility and openness. This vulnerability can help to build trust, as employees see their leaders as relatable and human.

Consistency

Leaders must consistently act in ways that reflect their values and principles. This helps to build credibility, as employees know what to expect from their leaders and can rely on them to act with integrity. Consistent behavior, especially during the difficult times, reinforces the trust that has been built through transparent communication and empathetic leadership.

Strong Relationships

Finally, authentic leaders focus on building strong relationships. This involves taking the time to understand each team member’s unique strengths, challenges, and aspirations. By fostering these relationships, leaders can create a sense of unity and shared purpose within the organization. This approach not only builds trust but also enhances team cohesion and performance.

This is The Way

This is The Way

We are in a time of tumultuous political and social change — a time when strong, effective leadership is even more critical.

The effective leader understands that now, more than ever, being authentic and trusted is the way to improvement. By being self-aware, transparent, empathetic, and consistent, we cultivate an environment where employees feel valued, respected, and motivated — key requirements for an engaged work force and a thriving educational environment.