personal-development

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.)

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.

Transformational Leadership: The Secret Sauce

/ Dave Eberwein / 4 Comments

In my previous post on Emotional Intelligence (EI) I discussed how critical it is for school and district leaders ‘to recognize, understand and manage their own emotions as well as the emotions of others.’ EI is a core requirement to being able to positively impact the collective performance of a school district. If leaders are attuned to themselves and others, their organization will run more smoothly and effectively, as well as be better positioned to have sustainable improvement.

Today I am exploring Transformational Leadership — something that builds on the concept of EI and which I also believe needs to frame a leader’s approach.

Transformational Leadership: A style of leadership that focuses on inspiring and motivating followers to achieve their full potential and beyond. Think of it as the leadership equivalent of a motivational pep talk, but with a lot more substance. It’s about creating a shared vision that enables buy-in.

What makes a leader truly transformational?

It’s not just about having a big title or a corner office. Transformational leadership is the secret sauce that turns a good team into a great one. It’s about inspiring and motivating one’s team to reach new heights. It is an absolute ‘must have’ if you’re wanting to make significant institutional changes. Change is never-ending, and if you want that change to lead to be better results, having your team motivated, engaged and on-board with the collective vision is a critical first step.

The Vision Thing

At its most fundamental understanding, a transformational leader has a clear vision for where they want to go. They see the big picture and know how to communicate it in a way that gets everyone excited. They do this by focusing on their team and how they contribute to the organization’s success. A transformational leader does not need to be centre-stage, but they do need to be conducting the orchestra from somewhere on stage, ensuring that every performer has relevance and can be heard. This means being inclusive, collaborative and most critically being emotionally intelligent. It also means knowing when to be out front, and when to be leading from the side or from the back.

Transformational Leaders know when they need to be Conducting the Orchestra

Inspiring the Team

Transformational leaders are engaging and inspiring. They know how to get people excited about their work and keep them motivated. Celebrating people’s mistakes as much as their successes ensures that people feel safe taking professional risks to try something new — where the spirit of trying something that could be a significant change agent is encouraged — and where laughter and joy permeate the workspace.

The leader isn’t necessarily the loudest one in the room — they don’t need to be front-and-centre to make a difference. Think of Nelson Mandela, Mahatma Gandhi and Malala Yousafzai — three remarkable people who inspired the world with their vision and inclusivity of others, yet often letting their actions speak more loudly than their words. They didn’t need to grab a microphone, but when they did, people paid attention and came together with their message.

Where to Start

If you are leading a group of 5, 500 or 5000 people the same principles of being transformational apply. Start by developing a clear vision of where you want to go and use a variety of means to effectively communicate it. Involve others in the corporate storytelling by building a strong, collaborative team who believes in same vision — one where your team is enthusiastic about wanting to talk about its relevance — one that they’re proud to say belongs to them as much as it does the organization.

Transformational leadership is more than just a buzzword; it’s a powerful approach to leading and inspiring your team. By focusing on vision, team collaboration, and positive work culture, a leader can transform their organization and achieve great things.

Change Keeps Happening

We never really reach the finish line in public education. New context emerges and we adjust — we’re always tinkering with our structures, processes and approaches — always looking for that little advance that makes us better tomorrow. It’s what I love about our work.

When we can do this work with others on an enthusiastic team all pulling in the same direction, there truly is no better feeling. We’re in this together! This is where the Transformational Leader needs to live — in a space of some discomfort where we may not exactly know what lies ahead, but we eagerly await the next day knowing that we have an engaged and focused team willing to be in the challenge together.