Competency and confidence are often treated as separate qualities, but in practice, safety demands both. Competency gives us the knowledge and skill to recognize hazards and apply safeguards. Confidence gives us the assurance to act on that knowledge, to speak up when something feels wrong, and to trust our judgment in the moment. When one is missing, the other suffers. Together, they form the foundation of resilient leadership.
This was the heart of my message at the 2025 PSM Talks in Bogotá, Colombia. I spoke about operational leadership in a world reshaped by post-COVID workforce changes and accelerated digitalization. The pandemic left gaps in institutional memory as experienced professionals retired or shifted roles. New entrants arrived with strong academic preparation but limited field experience. At the same time, digital tools transformed how we monitor, analyze, and respond to risk. In this environment, competency cannot be static — it must be continuously reinforced. And confidence cannot be assumed — it must be cultivated.
Competency versus confidence
Competency is built through training, mentoring, and lived experience. It is the ability to understand hazards, apply procedures correctly, and adapt when conditions change. However, competency alone is not enough. A worker may know the right step but hesitate to take it if they lack confidence. Conversely, confidence without competency can lead to dangerous shortcuts. The balance matters.
Confidence grows when leaders demonstrate trust in their teams, when systems perform reliably, and when contributions are valued. It is not bravado; it is assurance built through preparation and reinforcement. In Bogotá, I asked listeners to reflect on moments when they had to rely on their own judgment in the field. Many shared stories of mentors who encouraged them to speak up, or of leaders who backed their decisions, even when outcomes were uncertain. Those stories revealed how confidence is passed forward — through example, support, and trust.
...leaders who invest in both competency and confidence don’t just reduce risk — they build teams that are prepared, decisive, and trusted.
Operational leadership is where competency and confidence meet. Effective leadership relies on strong situational awareness supported by a practical risk radar, allowing leaders to see early signals, understand their implications, and act decisively. Emotional agility sharpens that radar, helping leaders steady themselves, read the situation, and keep teams grounded through uncertainty. These skills shift leadership from reactive to proactive. CCPS’s Essential Practices for Creating, Strengthening, and Sustaining Process Safety Culture reinforces these expectations of leadership.
One story I shared in Bogotá came from the days following 9/11. At a Gulf Coast site where I led the Health, Safety, Environmental (HSE) and Security team, a breach occurred. Executives pressed for a shutdown. My team activated our emergency protocol — structured, rehearsed, calm. Lives were protected, and the site’s response was later praised. That moment affirmed a principle I still hold: if you have leaders you trust, let them lead. If not, replace them. But never second-guess them in a crisis. Trust, preparation, and courage defined that response.
What is leadership’s role?
The challenge for today’s leaders is to cultivate both competency and confidence across diverse, global teams. That means creating clear pathways for skill development, especially for newer staff, and it means reinforcing that digital systems are reliable tools, not replacements for judgment. Leaders must encourage open communication and empower workers to act decisively, as well as recognize achievements to build assurance and pride in safe performance. Finally, preserving corporate memory ensures that lessons are not lost in transition.
Leaders strengthen competency and confidence not through checklists but through lived practice. They do it by pairing knowledge with assurance, by preserving corporate memory before it fades, by empowering decisive action in the field, by using digital tools wisely, and by modeling integrity in every choice. These are not bullet points on a slide; they are habits that shape culture day after day.
Keeping it all in balance
One line that resonated deeply — and that I often return to — is this: Competency without confidence leads to hesitation; confidence without competency leads to risk. This mantra captures the delicate balance at the heart of process safety. Knowledge must be matched with assurance, and assurance must be grounded in knowledge. When those two forces move together, organizations build resilience that lasts.
Resilience enables organizations to respond effectively to unexpected events, prevent incidents, and sustain strong safety cultures. In a time of rapid workforce change and technological disruption, leaders who invest in both don’t just reduce risk — they build teams that are prepared, decisive, and trusted.
The defining question that I leave you with here: How will you strengthen both competency and confidence in your organization — and what legacy will that leave behind?
Interested in learning more? Louisa Nara will be presenting at the 22nd Global Congress on Process Safety (GCPS), to be held April 12–16 in Houston, TX. Learn about past process safety incidents and hear Louisa's talk at the GCPS Joint Session, Case Histories and Lessons Learned, on Wednesday, April 15th.
Strengthen your process safety foundation with the CCPS Process Safety Fundamentals Certificate Program (CCPSf). Learn how to build and apply your Risk Based Process Safety knowledge with practical, industry-recognized training.
This article originally appeared in the Spotlight on Safety column in the February 2026 issue of CEP. Members have access online to complete issues, including a vast, searchable archive of back-issues found at www.aiche.org/cep
