When we listen and work with others, confidence is a consideration.
Who do you have confidence in and who do you not have confidence in?
Sometimes people don't have confidence in me. They don't trust my ideas. One reason why this is true is that my accuracy is not always exact. I haven't honed that skill as well as some like it simply because it has not been the most important aspect of my work or living. Approximation works better for most of the work I do, yet, as we all know, accuracy is important. A silly example of this is working with recipes. A while ago I followed a recipe and made a delicious treat for my family--it was awesome. Since then, I've been approximating the ingredients, and it hasn't tasted as good, then last week I followed the recipe to the letter, and it was delicious like the first time. Accuracy can spell the difference between mediocre and good. Often when conveying tech instructions, I find the same. I typically can use tech well and I typically use approximation as I craft films, presentations, documents, and more. I like messing around with the tech to create something worthwhile, but when it comes to telling others how I do it, my description lacks the accuracy necessary for others to follow. I find myself to be more of a creator than a communicator--I like the entrepreneurial aspects of teaching and learning more than the instructive aspects of the job. So I know that if I want to establish greater trust, I have to work on greater accuracy.
For me, my trust in others has a lot to do with empathy and experience. When I hear a group of people making a decision for teachers who clearly don't understand what happens in a classroom, I am not confident in those people's decisions. How can someone choose what's right and good for a classroom situation without clear understanding of what happens in a classroom. Similarly when I hear people share facts about classroom life that are untrue, I similarly lose trust and confidence. Honesty and understanding are key elements when it comes to promoting confidence in the work you do or decisions you make.
As I think about confidence, I realize that I want to support leaders that engender confidence in me--leaders who are accurate, honest, experienced, and empathetic. I want to know that the work and decisions they promote are worthy, enriching, and positive plans and activities. I don't want to give away my energy, skill, and experience to efforts that I'm not confident about--efforts that waste that good energy, skill, and experience.
It is important to do the kind of work that establishes confidence in those you work with and for. It is important to do work that breeds confidence in those you work for too. You want to be a trustworthy source of support, direction, and skill. That's a key ingredient to any job you might do or initiative you sign on to.
In what ways does your work and living exude confidence, and where can you work to build people's sense of confidence in you and your efforts? This is an important question to ponder.
Who do you have confidence in and who do you not have confidence in?
Sometimes people don't have confidence in me. They don't trust my ideas. One reason why this is true is that my accuracy is not always exact. I haven't honed that skill as well as some like it simply because it has not been the most important aspect of my work or living. Approximation works better for most of the work I do, yet, as we all know, accuracy is important. A silly example of this is working with recipes. A while ago I followed a recipe and made a delicious treat for my family--it was awesome. Since then, I've been approximating the ingredients, and it hasn't tasted as good, then last week I followed the recipe to the letter, and it was delicious like the first time. Accuracy can spell the difference between mediocre and good. Often when conveying tech instructions, I find the same. I typically can use tech well and I typically use approximation as I craft films, presentations, documents, and more. I like messing around with the tech to create something worthwhile, but when it comes to telling others how I do it, my description lacks the accuracy necessary for others to follow. I find myself to be more of a creator than a communicator--I like the entrepreneurial aspects of teaching and learning more than the instructive aspects of the job. So I know that if I want to establish greater trust, I have to work on greater accuracy.
For me, my trust in others has a lot to do with empathy and experience. When I hear a group of people making a decision for teachers who clearly don't understand what happens in a classroom, I am not confident in those people's decisions. How can someone choose what's right and good for a classroom situation without clear understanding of what happens in a classroom. Similarly when I hear people share facts about classroom life that are untrue, I similarly lose trust and confidence. Honesty and understanding are key elements when it comes to promoting confidence in the work you do or decisions you make.
As I think about confidence, I realize that I want to support leaders that engender confidence in me--leaders who are accurate, honest, experienced, and empathetic. I want to know that the work and decisions they promote are worthy, enriching, and positive plans and activities. I don't want to give away my energy, skill, and experience to efforts that I'm not confident about--efforts that waste that good energy, skill, and experience.
It is important to do the kind of work that establishes confidence in those you work with and for. It is important to do work that breeds confidence in those you work for too. You want to be a trustworthy source of support, direction, and skill. That's a key ingredient to any job you might do or initiative you sign on to.
In what ways does your work and living exude confidence, and where can you work to build people's sense of confidence in you and your efforts? This is an important question to ponder.