How many books have you read that truly shaped your knowledge? Now think about this for a moment… how many books have shaped your character, or do you simply choose books that match who you already are and what you already believe?
The thing is, you can read every book in the world and gather mountains of knowledge, but when the pages are closed and you’re standing in front of real life, many of us still give in to emotion instead of using what we know. It happens to all of us… that moment when fear, doubt or anger take over, no matter how much we’ve learned.
In a way, character eats knowledge for breakfast.
And it makes you wonder… is there a cheat code to flip that around?
Character flaws (it’s a good thing)
If you tried to be honest without tearing yourself down, how many character flaws would actually make it onto your list? None of us is perfect, and it’s a bit concerning if you see yourself as almost flawless. That usually points to a lack of awareness. But there’s a thin line… a delicate dance between being self-aware and being far too harsh on yourself, and between seeing yourself as so immaculately perfect that everyone around you ends up carrying the weight of the flaws you refuse to acknowledge.
A flaw isn’t such a terrible thing. It adds colour to the world and brings out real diversity. Not everyone is built to make tough decisions, and that’s exactly why not everyone is meant for leadership roles. The problem is that many are convinced that they are in the right place, and making everybody’s life miserable.
When we talk about flaws, it’s important to remember that both flaws and virtues shape who we are. And that’s where the real challenge lies. In almost every situation, it’s our character that steps forward first, while our knowledge lingers in the background. We’re human… made of flesh, emotions, instincts. The rational part of us is a tool we don’t always reach for. Gut instinct and intuition often guide our decisions, and that’s not necessarily a bad thing.
But every leader must learn how… and when… to use each part of themselves. The difficulty comes when leaders carry character flaws that make them either unfit for the role or completely unaware of the impact they have. That lack of awareness can be more damaging than the flaw itself.
Thirst for knowledge
Knowledge is power. It hides in books, talks, films, and poems. You can find facts and wisdom throughout formal education and far beyond it. But what it can’t do is make decisions for you, those are yours alone. Knowledge helps, of course… it can guide your decisions with facts, it can reveal things you never knew about yourself, yet at the end of the day it’s your character that decides what truly stays with you and shapes every choice you make.
So, how do you allow your knowledge to stand alongside the emotional part of you? The answer is awareness. If your first thought is, I know what I’m doing, I’m aware, that’s almost certainly not true. As human beings, we often run on autopilot. If you are genuinely aware in most situations, you are the rare exception. The good news is that awareness is a skill… with practice, you can get better at noticing your patterns, choosing your responses, and making decisions with intention rather than impulse.
If you’re trying to add more wisdom (and if you’re a leader, you most definitely should), focus on developing the part of you that builds awareness. It’s a powerful complement to the factual knowledge you already have, and it can do wonders for you and the people you lead.
What I can teach you
The heart of my concept is something I call ACE. It works just as effectively for individuals as it does in business and team settings. ACE brings together wisdom and practical guidance, showing you how to lead through Awareness, Communication, and Engagement – allowing these to work for you, rather than letting everything run on default. If you’re curious and would like to learn more, I’d be delighted to meet you and offer a free discovery call, during which you’ll receive value and guidance on the challenges you’re facing.