"The Grundl Leadership Institute researches and teaches high-quality distinctions so that your life becomes your best teacher." On Boris Grundl's Instagram channel, we, the institute's team, regularly report on our personal experiences with this mission. In my last IGTV video, I told you about the distinction between "knowing vs. being able to do." Now I would like to share these insights with you in a blog post.
Do you know it? Or can you do it?
Without wanting to brag, I often find that I have a very broad range of knowledge. I am well versed in many things and have been able to accumulate a wide variety of expertise throughout my professional life. This knowledge, this "knowing," often helps me in my professional decisions—whether they involve IT projects, e-commerce, or sales processes. Thanks to my knowledge, it is difficult for service providers or employees to pull the wool over my eyes. I know pretty much exactly what resources, investments, and time individual tasks require. This knowledge helps me immensely in assessing projects optimally. It's part of my job, and I'm proud of it.
But what I (usually) can't do is implement the project itself. I can't program an online shop, I can't design graphic artwork, I can't build a car, and I can't drive a train. For this, I need specialists and experts who know in detail what needs to be done and how. This differentiation—between what I can do and what I can't do—makes my everyday life much easier. It gives me confidence to know that I am familiar with this challenge and can assess it. But I cannot implement it myself. That's why I leave the implementation to professionals.
Attention! – The trap of the illusion of superiority
As you can see, "knowing" is a very good foundation. A broad general knowledge also helps you to be able to talk about several topics in principle. But there is also a pitfall here! When you talk about things, you need to be clear whether you only "know" the subject or whether you really "understand" it. I actually often have difficulties with this.
Due to my broad knowledge, I sometimes succumb to the illusion of superiority. In some conversations, I feel superior to others because I think I know better. But when it really matters and I have to deliver, the world looks a little different. Sometimes I have to admit to myself that my counterpart is most likely more capable than I am in this context. That hurts. And it's not easy to acknowledge.
To avoid falling into this trap, it helps to look at the issue with crystal clarity and say to yourself: "I can't do that!" Only when I admit this do I have the opportunity to think further. Namely, whether this skill would help me in my work or whether it would be better to leave it to others.
Only do what only you can do!
Boris Grundl always advises me: "Mr. Hummel, in future, please only do what only you can do!" I often catch myself thinking: "Yes, but to do that, I need to know exactly what that is." Recognizing and acknowledging what you are really good at, what your core competence is, is not always easy. It is difficult to always be aware of what you are really good at in everyday life and not take this ability for granted—because for others, this ability may be something special.
It helps me that I have a high level of empathy, which allows me to assess people very well. I can think projects through in advance, get them off the ground, plan them, bring the right people together, monitor them, manage them, oversee them, and deliver them on time. In my opinion, I am a good leader, I maintain an overview, and I am happy to take on responsibility in this context responsibility my results confirm this.
Awareness of distinction
Since I have been focusing more on the distinction between "knowing and being able to do,"I see things more clearly. It helps me to organize and deploy myself and others more effectively. I have a clearer view of myself and can quickly determine whether I should acquire another skill for my raison d'être or not. My awareness has increased and helps me to only do what only I can do in the future. Conversely, I make sure that the things that others can do are done by others.
I hope this distinction and my experience have helped you to better understand yourself and recognize where your core competencies lie. I would be delighted to hear your thoughts on this article.
Yours, Jochen Hummel
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