Drinking From a Fire Hydrant, Part II: Uncovering the Blindfolds of Leadership

 

"anchor man" free AI image www.gemini.google.com

When I first graduated from RN school, the process of entering the nursing workforce was quite different from what it is today. At the time, in California, due to a nursing shortage, healthcare institutions often hired recent graduates to work in telemetry or critical care under emergency or temporary permits. This arrangement allowed new nurses to gain hands-on experience while studying part-time for the NCLEX exam, provided they obtained licensure within a set timeframe to remain accredited in accordance with regulatory standards.

I passed my NCLEX after six months working in the Coronary Care Unit (CCU), only to realize that I was on a heart transplant unit. Our patients were gravely ill, with severely compromised heart function, and many were awaiting transplants.

Needing to be perfect

My early days of new grad residency program were rife with trying to be perfect, accurate, and appear competent in everything I did, of course, under the watchful eye of a veteran preceptor, they new I was green and just short of having enough skill and ability to be dangerous enough to hurt someone. The lesson, then, was that I fell short of perfection and often completed my duties in a less-than-ideal way. Over the years, even as I gained experience, the desire to be perfect remained a persistent challenge. However, maturity has taught me to be honest about my strengths, abilities, and limitations. While competence is important, perfection is a myth. What matters most is showing up authentically, giving your best effort—even if it's imperfect—and modeling that authenticity for those you lead.

Assuming others can do what you can

My good friend, the Sergeant Major, often tells me, “Quit expecting you in other people.” This statement has always resonated with me. We each have our own methods, principles, and practices for approaching work, and that diversity isn’t inherently wrong—unless someone deliberately disregards essential instructions or standards. As my dad used to say, “There’s more than one way to skin a cat.” In other words, there are many ways to get the job done—not just yours—and that’s perfectly okay.

The challenge comes when we assume others can do things the same way we can, especially when delegating tasks or making assignments without considering differences in experience or training. Assigning tasks without understanding someone’s skill set can undermine confidence, particularly for those still learning. To avoid this, I make it a point not to assume others know what I know; instead, I focus on two things: investigating and validating before expecting someone to complete a task independently.

Refusing to disagree

Early in my career, especially while working alongside veteran critical care nurses, I was often described as “a quick learner but lacking confidence.” Honestly, those words stung. I struggled to project confidence, especially in the presence of senior medical attendings, residents, fellows, interns, medical students, and other allied healthcare professionals. My early years in critical care were marked by intense pressure to prove myself, build competence, and meet the team's high expectations. It took years before I became a true resource—a reservoir of knowledge, a preceptor, and someone others could rely on for guidance. That growth was fueled by my intense curiosity and relentless pursuit of knowledge, often spent in the medical library or poring over books and pamphlets. I truly was a novus medicinae studiosus—a student of the medical arts.

Looking back, I realize I often came across as agreeable and rarely challenged the status quo, especially in those early years. In leadership, this can be a double-edged sword. While agreeableness can foster collaboration, unity, and teamwork, it’s equally important to cultivate the skill of constructive questioning. Over time, I learned to approach disagreements not by outright objection, but by thoughtfully asking questions like, “Are we sure about this?” “Is this true?” or “What might we be missing?” This approach encourages open dialogue and critical thinking without creating unnecessary conflict.

Feeling incompatible

Finally, one of the most challenging blindfolds to remove as a leader is the persistent sense of inadequacy that floods my thoughts, emotions, and actions—often more often than I like to admit. I’ve previously shared about the VUCA environment, where our work is volatile, uncertain, complex, and ambiguous on a daily basis. In such conditions, it’s easy to feel unprepared or unable to support others, especially when it seems like others are outperforming you. Although these feelings are often unfounded and untrustworthy, recognizing them is crucial. Using internal dialogue and practicing cognitive reappraisal, as many behavioral psychologists suggest, has helped me navigate and overcome the daily challenge of feeling inadequate.

Together in the struggle,

Brian

Reference:

Wilkins, M. M. (2025). The Hidden Beliefs That Hold Leaders Back. Harvard Business Review, 103(6), 131–135.