ExodusMagSep2017

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LEADERSHIP NOTE The choir director was the best director, however, she could not sing. With the understanding of her weakness, she sought out keyboard training so she could be able to communicate properly with those that could sing and direct to her full potential. The gospel teacher understood her shortcomings with regards to putting across the message to its full intent, and sought out assistance so she could teach to her full potential. This is the most important part of building your confidence. You need to be clear of what you want to do and what you want to achieve. Once you have defined those two, you then need to understand the strengths you have to accomplish your goals and find ways to nurture them. One of the mistakes we make is to think that because you are good at something, that alone is enough. You always need to be on top of your game, and nurturing your strengths affords you that. Secondly, you need to understand what your shortcomings are that can prevent you from accomplishing your goals. Shortcomings not attended to can actually scream more loudly than the strengths, which would then lead to destroying the possibility of goal achievement. That is why you find that there are people that can take someone else’s work, make it popular as their own and make money out of it. It is because they would have understood their strengths and weaknesses, and maximised on their strengths, while allowing the other person to maximise on theirs. They would have spent their time nurturing their strengths and seeking assistance for the areas of their shortcomings. For example, a songwriter that cannot sing but has a very good message would write for a good musician that would be able to put that message across musically better than them. The problem arises when we fail to understand how we need each other. It arises when we don’t acknowledge the importance of others and their contribution on the things we want to achieve. You may have a clear understanding of what you want to do, how to achieve it. You may also have a clear understanding of how you on your own can achieve it with the abilities you have. However, you may fail to acknowledge the weaknesses you have that can prevent you from achieving your goal. You may fail to understand how you need those that are better at those areas to help you achieve your goal. This is what then leads to arrogance. ‘An overbearing pride evidenced by a superior manner toward inferiors’ is a definition of arrogance. We have leaders that want to enforce their position on others because they are unable to acknowledge their need for them. they are unable to accept that they are less gifted in a certain area, and to accept that they cannot do it alone. If you have ever seen a leader that is a jack of all trades you will understand how not acknowledging the need for others, their strengths and their contribution does to harm you as a leader. People start distancing themselves from you and some even develop an attitude towards you because you take them for granted. You now become a leader that faces insubordination all day every day. You become a leader that thinks that money can buy a way out of everything. You become an arrogant leader. Arrogance shared is arrogance built. 34
LEADERSHIP NOTE The same attitude you give your subordinates or those that you work with is the same attitude you build in them, and it is the same attitude you will receive from them. Arrogance is a result of fear. Fear arising from failure to acknowledge your shortcomings. Whoever is arrogant is afraid of something. We want a society full of leaders that are confident of what they are doing because confidence achieves results. You can never build your confidence or other’s by maximising on shortcomings. You can do so by maximising on your strengths, acknowledging your shortcomings and seeking assistance that covers them, and acknowledging others whom you need help from Be a confident leader rather than an arrogant one. That way you will achieve results at their fullest potential. 35
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