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FACING REALITY: The prerequisite for emotional maturity in those who would lead

By IVOINE INGRAHAM

The American Psychological Association defines emotional maturity as “a high and appropriate level of emotional control and expression.” On the other hand, emotional immaturity is “a tendency to express emotions without restraint or disproportionately to the situation.”.

Yanni said, “As the population increases, our planet becomes smaller and smaller. It’s, therefore, vital that we all learn how to love and accept each other, and when that is not possible, we should at least learn to tolerate one another. We are all human beings. There are as many ways to live life, as there are people on this planet. The perfect human being is all human beings put together; it is a collective, it’s we; it is all of us together that make perfection.”

We are experiencing a decline in our tolerance of each other, which has led to common decencies either abandoned or eroding slowly. These simple norms that contribute to a civil society cause some anxiety. The workplace is suffering because we cannot stop some of our co-workers, thus retarding growth and productivity.

It takes very little to cause the atmosphere to be contaminated because someone cannot reason. For instance, decisions that should be routine, such as budget allocations or policy changes, sometimes become contentious because we allow emotions to be the measuring stick. This can lead to poor decisions, such as allocating funds based on personal relationships rather than merit or changing policies based on emotional reactions rather than careful analysis.

It’s imperative that we swiftly implement mandatory emotional maturity testing for individuals in leadership roles. This measure can significantly mitigate the risk of errors, enhance overall performance, and propel the country forward.

The potential for catastrophic outcomes, particularly in roles where high-stakes decision-making is shared, underscores the urgent need for this measure. This is not just a matter of professional competence but a potential matter of life and death. With emotionally mature leaders we can expect more rational decision-making, better resource management, a more harmonious work environment, and a better country.

We are bombarded with the strange behaviour of our citizenry, including unusual and unauthorised activity. Decisions made by government agencies leave us with a sense of amazement. How could rationality be explained in the conclusions? How we do things that affect the majority sometimes has no rhyme or reason. Unfortunately, emotions override common sense and the need to do what is best rather than what feels good.

There is a noticeable disparity between our planning and the expectations we set. This disconnect indicates that our current approach is not yielding the desired results. It’s not just a matter of preference; it’s a matter of urgency for a change, a new approach that ensures our leaders are competent to make decisions that benefit the country. We must shift our focus from qualifications to mental state to determine who can lead effectively. This urgency for change should be felt by all of us, as it directly impacts the future of our country.

Civil service, for instance, has an archaic and outdated way of doing things without connection to modern-day expectations. This includes [specific outdated practices or systems such as bureaucratic red tape, lack of transparency, or resistance to change]. The existing pattern was designed by an authoritative regime that kept people under their feet more than progressive decisions to move the country forward. This system retard growth.

The slow, mundane way of doing things frustrated and discouraged many great programs that became bogged down in red tape. The propensity to frustrate does not speak to a shaped mental state. The importance of public service and the need for emotional maturity in this sector cannot be overstated. Those in public service must understand the impact of their behaviour on the service’s effectiveness and the need to prioritise the country’s best interest over personal desires.

The most glaring point was that the people in these positions seemed more concerned with being in the position and flaunting their authority than executing expeditiously in the country’s best interest. Ego is starring more than competency. Dealing with people on emotions and getting personal could contribute to anxiety that interferes with the atmosphere conducive to positive productivity. So things that should take a day can be stretched to weeks, even months because someone is “catching feelings”.

This raises a crucial question: Do the individuals in these positions possess the mental capacity to wield such power? Can they set aside self-interest and genuinely serve the country? This question demands deep reflection, as it is vital for ensuring our leaders genuinely serve the nation. The necessity for emotional maturity in leadership roles is not just about personal control; it’s about prioritising the country’s needs over individual desires.

Does the individual have the mental toughness to have so many lives in their hands? On the other hand, does the staff fully understand that they are supposed to serve, not only the people who would provide monetary encouragement to expedite a process that should be done if everyone is operating with integrity?

On a completely different note, uniform officers who wield great authority should be checked because the public is taken advantage of because of their emotional state. Police officers can go from zero to one hundred emotionally with a suspect before knowing the particulars. Thus, they arrive at a premature conclusion based on their feelings rather than the evidence, causing things to escalate unnecessarily.

Could prison officers contribute to rehabilitation or inadvertently fuel recidivism due to their emotional state? Could disrespect be an excuse used by those incarcerated, leading to retaliation? Positive behaviour can contribute to a change in attitude and behaviour. This potential for positive change, if we prioritise emotional maturity in the prison system, is a reason for hope. It’s a reminder that change is possible, even in the most challenging environments.

Teachers who sometimes come to school with baggage from home dump their garbage on innocent children. The teacher’s mental state is paramount because their behaviour can affect a child forever. Teachers shape lives!

Doctors and nurses, too, must have an attitude and temperament conducive to healing. Bedside manners speak precisely to that. However, there have been too many instances where the nurses’ attitude contributed to unwarranted and unneeded stress on the patient, who was only concerned with getting well.

Finally, elected officials we send to do our bidding should all be tested to see if they have the mental capacity to represent us and conduct business on our behalf so that we all can have a better quality of life. We need to know that before we elect them.

It is the least to expect from the system. Based on past behaviours, there is a lot to be desired.

We must face reality, sooner or later, and that’s a fact.

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