The Winners

What matters more — competence or trust – to become a winner? Both are needed to get noticed or to gain favour. Competence is often overlooked, because of its capacity to overshadow. Evolutionary psychologist Jacob Vigil says, it depends upon how able the other person is, either to harm or help. A competent person needs opportunity, and he must also have intention. Vigil contends that the person who has gone through life's various facets and phases without serious obstacles are more competency-oriented. On the other hand, for people who have faced setbacks of various kinds (such as illness and an unstable home environment, among others) trusting and caring is the route of choice to reach others. Says Vigil, “A demonstration of trust and a demonstration of capacity are equally plausible ways of manipulating other folks.” We need not only competent but also trustworthy leadership. It is our responsibility to see that our winners don’t get enough opportunity to manipulate us.

All can’t be winners. Equality of opportunity is not enough. It is also the efficiency that decides the winner. We expect winners to have a good nose for talent and a low tolerance for nonsense. We expect them to support the dreams of ordinary people. Winners understand that disagreement is not always a bad word and every opponent is not malevolent. The genome of a winner contains the genes of tolerance. The winners can restore the faith of the common man in the nobility of public service. The real winner knows that graceful entry is as essential as graceful exit is.

Winners know that once in a while they need to wash their eyes with their tears so that they can see life with a clearer view again. Shattered hopes sometimes work like tears. Winners can capture collective attention and understand collective emotions. Winners have gut feelings. Winners are alert to emerging patterns. Winners can say ‘no’ when they are required to say so. Winners are not afraid to fail. Winners know that cognitive abilities are not enough; non-cognitive competencies often outweigh purely cognitive talents.