Why smart people in T&T Should Challenge the Ridiculous Ideas
of Pseudo leaders
The Leadership Insiders network in
T&T is a closed community with sports, education, and by extension other
business organizations maintaining individual institutional cabal relationship.
It anchorages the most thoughtful and
influential people in business organization in T&T.
They provide rhetorical answers to
timely questions about careers and leadership without the slightest regard for
performance input implementation.
“How do you exude confidence at work when you’re feeling insecure under
these leaders?”
Having spent many fruit bearing years
in NYC Public Schools system, Trinidad & Tobago
Secondary School, Mausica Teachers College,
and the UWI, St. Augustine Extra-Mural Department:
I have abundant recollections of being
the only person in the conference room not to be taken seriously in the
conversation.
However, I felt very adamant in my
ability to make a contribution particularly as I journeyed up the leadership
ladder in the arena of education and sports administration.
Being confident may sound simple, but
actually it's not, especially when interacting with team players who haven’t
read the rules of the game they are engaged in.
In The Confidence Code,
Katty Kay and Claire Shipman found that some leaders tend to focus
more on developing competence in theory without the slightest regard for the
practical and physical application of the process.
Some leaders come into an exploratory
meeting after having witnessed the plenary session with the belief that if they
just unpreparedly appear they can off the cuff their expertise with insincere
rhetoric, and escape the dilemma of their presence. They harbor the thoughts
that will automatically be recognized and rewarded for their presence.
The pursuit of excellence is important and shouldn't be ignored
However, the world habitually places a
higher value on self-assurance. It's not just what you know, but how good you
are at standing secure in the practical submissions of your data processing
ability.
LEADERSHIP can be a challenge if you are not good
at projecting inevitability. However, when you tend to restrain it, it is not
the desired strategic response for achievement continuum.
It's not that tainted disciplined
leaders are less knowledgeable than the norm, but lower profiling cast-iron
certainty is a useful behavior in a relationship focused communication style
that is constructed for establishing and maintaining the buoyancy of assurance.
The problem is that it doesn't make
someone look knowledgeable and professional. It also doesn't address the
behaviors you often see in the workplace, in which leaders tend to downplay
their inefficiency, conceal their doubts by overstating their opinions.
It's not that the insecure leaders’
intention is to mislead others by not expressing their fears and doubts. But
they may actually believe that their opinion is indeed factual. They do not
know, that they do not know, what they perceive to know.
This approach comes in handy in an
intuitively centered world of the unconscious. The egotistical idea is
loaded with the unconscious venom stimulated by the detrimental baggage they
bring to the table.
This platform ultimately and
subliminally leads to antagonism between conflicting and overinflated egotistic
opinions.
Unfortunately the practices
of treating those who don't understand the argument appear as if they are
directly disputatious is outrageous.
In public, such leaders commit
seemingly outrageous opinions and notions in order to test their theory out on
a gullible citizenry of the academic intelligencia.
Deborah Tannen notable psychologist
explicates that some leaders actually expect others to discharge
their ridiculous concepts. But then again, if no one confronts or challenges
the notion, they continue the impulsion to the point with audacious
irrationality.
If you're of that citizenry, it's
important to recognize when this is trendy.
A self-acclaimed guru on sports
administration resident in Trinidad recently
asked “what do you do when a man
hijacks and saturates the public podium with absurd ideas?”
A curious street corner philosopher in
a concerned discussion group spoke up: "I
tell them their idea is ridiculous, and to back it up with factual data or
recorded performance. Then steer the conversation toward a more productive,
inclusively realistic conclusion."
However, if you find yourself in such a
situation, where you are feeling insecure with the belief/ idea expressed,
because it came from a respected an allegedly ambitious leader, it can be
difficult to confront that authority assuredly.
Some leaders often have an ambiguous
relationship with the notion of being powerful.
One way to find courage is to utilize
assertive body language. Leaning back in your chair and take up space in the
room that displays a sense of self-assuredness.
Speaking with authority in a calm voice
is another technique. Just speak up—and with force.
Having a passionate voice is more
important than having no voice at all. No voice is a dispassionate position to
be in and surely needs transcendental meditation to discover your true self and
your relationship with the ultimate source of your existence.
Harness that passion confidently in
your body language and speech.
Take up space, embrace your confidence,
keep calm, and lead.
Dr.Cliff Bertrand
Former NYC Board of Education
Public School
Administrator
