From credibility to cohesion

As I was writing a cover letter for an internship, I began to write down what I've experienced as an employee, head of a string ensemble, Co-President of a debate team, Boy Scout, and anything else I've been through where leadership applies. Since most of this was copied and pasted out of my letter, this may be my pithiest post yet. However, I may be tempted to deliberate further.

I have learned that credibility—much like talent—is only a beginning. No matter how good it may be, hoopla can expire. Especially when showing off prior accomplishments won't do your job for you. The delegation of responsibility is an implementation of trust, and when the designated individual successfully communicates reliability, organizational cohesion ensues. Whether working with colleagues as the Co-President of the University of Michigan-Dearborn Debate team, or employers as an ensemble liaison, this process cultivates a conductive working environment and promotes healthy interrelationships. When conflict arises, it interferes with this ongoing exercise of trust, someone—better yet, everyone involved with the issue at hand—needs to find ways to amend their problems, and the best thing to address that there may be a problem in the first place is once again, open communication. Honestly telling someone what's going on. In some cases, it may even require utilizing some self-disclosure.