 fellow leaders. It is often expected or assumed that the senior leader in the room is not only competent, but also the subject matter expert, the one that can use his tacit knowledge to shrug off the ambiguity of complex decisions. These assumptions can breed danger, drawing a leader to experience a character compromise in order to maintain that impression. But there exists a bridge with lifelines and spans between competence, as defined by capable or with knowledge, and the authority, which is having the influence to make decisions. And that bridges humility, acting like planks and guy wires that can shore up a leader's competence, not to act the expert, but to remain keenly aware of the authority to pick the best course of action. And often that course is not his or her own. To be a leader with competent authority, tie your moral character to humility and lead well this week.