Competence isn't in knowing all the answers. As you said, there's a careful balance, of course, because if someone frequently says, "I don't know," to information pertinent to their role, I'd begin to question whether they're capable of performing the role. True competence is in the ability to say, "I don't know," and possess the curiosity, willingness, or resourcefulness to figure it out, often collaboratively with others. And then confidence comes from the ability to do that repeatedly.
The "fake it until you make it" approach will destroy trust every single time in the long run.
I would agree with that last point except I've seen it go the other way. Some people, particularly those at the top, are easily bamboozled by appearances, particularly when they are hearing what they want to hear. That was certainly the case in the example I cite with the old CFO. When the acting CFO was in place, the president wanted him to rattle off figures like the old CFO from the get-go even though no one (not him, not the comptroller, not the auditors, etc.) had a clue where the old CFO got his figures. I've seen this situation more than once.
Some (many?) people would prefer the appearance of competence over the substance.
That said, the old CFO certainly did not have my trust.
Allow me to clarify - it will destroy trust every single time for those not caught up in the game of ego, appearances, status, power, etc. Those who seek a genuine style of collaboration and leadership (i.e., you in that environment) will see right past that BS in a heartbeat. That doesn't mean they can always do anything about it. However, I still fundamentally believe that behavior will have negative karma down the road, no matter the select few who choose to encourage or participate in the insanity.
Competence isn't in knowing all the answers. As you said, there's a careful balance, of course, because if someone frequently says, "I don't know," to information pertinent to their role, I'd begin to question whether they're capable of performing the role. True competence is in the ability to say, "I don't know," and possess the curiosity, willingness, or resourcefulness to figure it out, often collaboratively with others. And then confidence comes from the ability to do that repeatedly.
The "fake it until you make it" approach will destroy trust every single time in the long run.
I would agree with that last point except I've seen it go the other way. Some people, particularly those at the top, are easily bamboozled by appearances, particularly when they are hearing what they want to hear. That was certainly the case in the example I cite with the old CFO. When the acting CFO was in place, the president wanted him to rattle off figures like the old CFO from the get-go even though no one (not him, not the comptroller, not the auditors, etc.) had a clue where the old CFO got his figures. I've seen this situation more than once.
Some (many?) people would prefer the appearance of competence over the substance.
That said, the old CFO certainly did not have my trust.
Allow me to clarify - it will destroy trust every single time for those not caught up in the game of ego, appearances, status, power, etc. Those who seek a genuine style of collaboration and leadership (i.e., you in that environment) will see right past that BS in a heartbeat. That doesn't mean they can always do anything about it. However, I still fundamentally believe that behavior will have negative karma down the road, no matter the select few who choose to encourage or participate in the insanity.
I agree. The people who behave that way, no matter how successful and smug, always seem hollow inside and miserable.