masculinity

It's not my bike

In her book, “The Will to Change,” bell hooks argues that many men are socialised to view love as something that must be earned through performance rather than practised through connection. As she writes, "Males are not allowed simply to be who they are and to glory in their unique identity. Their value is always determined by what they do." When self-worth becomes closely tied to achievement, status, or provision, relationships can begin to feel transactional. The focus shifts from connection and vulnerability towards performance and validation. Over time, this can limit a person's capacity for intimacy and create emotional distance from both themselves and others.

What I find particularly interesting is that these patterns are not exclusive to men. Many women also learn to tie their worth to performance, achievement, or the expectations of others. The underlying challenge is human rather than gender-specific: when we measure our value primarily by what we do, we can lose sight of who we are. I think healthy relationships, whether personal or professional, are built on mutual respect, trust, and genuine connection. They thrive when people feel valued not only for their contribution, but also for their humanity. Perhaps one of the most important questions we can ask ourselves is this: Are we relating to others as people, or are we evaluating them through a lens of utility, performance, and expectation?


The cost of always being right

Many men grow up receiving messages that competence, strength, and certainty are essential parts of their identity. The challenge is that when self-worth becomes tied to being right, admitting a mistake can feel like a threat rather than an opportunity to learn. In these moments, protecting the ego can become more important than acknowledging the impact of our actions on others. I think leadership, maturity, and personal growth require a different response, it requires the ability to say, "I was wrong," to learn from mistakes, and to take responsibility for repairing trust when it has been damaged.

I often wonder how much stronger our institutions would be if more people, particularly those in positions of power, felt comfortable admitting mistakes and learning from them. How much more trust would exist? How much better would collaboration become? I also wonder what impact this would have on individual wellbeing. Many people carry the burden of believing they must be perfect, strong, or in control at all times. Yet our worth is not determined by perfection, it’s found in our capacity for growth, connection, and authenticity. I think one of the greatest signs of strength is not being right all the time, but being willing to learn when we are wrong. What do you think?