If lanes are merging, you can assume the leadership role by maintaining the lane – by hugging the line on the side of the lane closest to the joining cars or, if being joined on both sides, the center of the lane – and keeping the nose of your car in front of the other cars. This tends to intimidate the other cars into backing off and forces them to drive defensively – in conscience of your actions – because, generally, you have the right-of-way once you are in front and are not expected to modify your behavior in response to the driving of people behind you.
By doing this, you are asserting an advantage over the other drivers, transferring the greater weakness to them.
A number of successful managers get by with limited knowledge or expertise in their fields. Instead, their success is driven by two factors: confidence and the ability to manage others.
Many people can be successful just by projecting confidence to others – even without the skills to back up such confidence. Projecting confidence has the effect of reassuring others that the manager is capable of accomplishing results. Confidence often intimidates naysayers, as well.
Then, the successful managers reinforce confidence by either (a) learning on the job, or (more commonly) (b) effectively directing the efforts of experts.
For example, few officers of Fortune 500 companies have expertise in all functions under their purview. Instead, most are proficient at identifying, retaining and directing people who can perform or lead those functions.
