Tag Archives: self confidence

Random thoughts – keeping you on your toes

Confidence

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A typical quality of those we consider leaders is their demonstration of self-assurance which arises from self-appreciation of their own abilities or qualities.

This confidence is projected as a personal core value and the underlying behaviors enable us to hold a feeling or belief that one can rely on them; firm trust.

Over Confidence

While confidence is an important attribute for those that seek to guide and support others (and themselves) it is a fine line.  That is to say, overconfidence can lead to disastrous results.

Trust is a foundational factor, without which others cannot have confidence in you.  If they don’t believe the outcomes can be relied on however self-assured you project yourself to be will, in essence, be for naught.

Projecting confidence and not delivering could result in more than disappointment.  Those who trusted your judgment could lose whatever time, effort and currency they invested in you.

Ultimately there faith would be eroded and this could have a long term effect on how others perceive you.  Be very cautious about showing false confidence.

Proceed with Certainty

Confidence is about how you behave.  Being able to behave with certainty should be founded on facts.  Before acting with a high level of self-assurance, showing that you believe in yourself, be sure you have cause to do so.

True confidence is not a gamble.  It needs to be based on certainty to be effective.  Certainty is derived not from you just believing a thing to be so but rather knowing it to be the case.

If you don’t know, make that clear to others.  You can still be confident about searching and finding the answers but don’t guess them.

 

 

Random thoughts – keeping you on your toes

Believe

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Believe in yourself basically demands you have trust and confidence in your abilities.  You know the truth is what you think and feel.  Personal greatness is founded on belief.

Overconfidence can cause issues.  Typically this is related to a belief which is not founded in fact.   However, believing in yourself for things that are realistic and achievable is both motivational and directive.

I think I can

“The Engine that Could” is a children’s story that highlights the power of positive thinking.  A small steam engine is challenged to carry a load up a steep hill.  Chanting “I think I can” which morphs into “I know I can” ultimately the engine makes it up to the top of the hill.

Believing you can does not always mean you will be to achieve your goal, but it helps.  When you have confidence you will give it a try, otherwise, you might just give up (it’s too hard).

Bringing Others Along

Confidence can be contagious.    Others are affected by your attitude.  Believing in yourself helps you move ahead but often it will enable you to get help.

A cautionary note.  Others quickly recognize overconfidence.  This can be as effective repealing others as believable confidence can be in attracting support.

Lack of confidence, like overconfidence, is always an excellent way to find yourself alone on the island.  It is important to not only reflect the fact you believe in yourself and your capabilities but you must also demonstrate this through your behaviour.

 

 

Random thoughts – keeping you on your toes

Taking Accountability

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Assigned someone accountability for an outcome (e.g., improved sales, on-time delivery, enhanced team morale) can set an expectation that might or might not be accepted.

However, if someone takes accountability on their own accord, that is by taking the initiative, the potential for success is much higher.

Remember what you perceive as acceptance of accountability might actually be just simple acquiescence or even worse passive-aggressive behavior (appearing compliant while actually not in agreement at all).

Accountable Behavior

When someone accepts accountability, it is usually very apparent through their behavior.   So much so, I have observed situations where someone is assumed to be accountable just because of how they are acting, even though they are not the assigned accountable person.

In these cases, the accountable resource could be so lethargic or apathetic  relative to executing their responsibilities, the person who takes charge (on their own volition) is just assumed to be accountable.

Believing you are accountable is much more powerful than being told you are.  Self-motivated people do not need organizational power to act.  Their behavior speaks louder than their role.

Empowerment

Strong leaders create an environment of empowerment to nourish self accountability.  Few restrictions on activities encourage you to take on more.

Taking ownership and getting things done can be invigorating.  Feeling empowered to do it just removes a barrier to action that many of us want to undertake anyway.

So get off your but, take charge and make it happen.  JUST DO IT.

Random thoughts – keeping you on your toes

Esteemed Colleague

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I was recently asked by a colleague to add “esteemed” to a reference about their participation in a recent workshop exercise. Admired and respected are default attributes I expect of both myself and those I interract with so I found the request somewhat unecessary.

The concept of respect and admiration should not need highlighting.  If we behave according to the highest principles our actions, which dictate how others percieve us, will speak for themselves.

Trust but validate

Ronald Reagan is quoted as decribing his style for interraction with others as trust but validate.  His default approach is trusting, a behaviour that is both respected and admired.

However, straightforward trust in a world with con men and hustlers  whom for which trust is a flexible concept, does make validation activities prudent.

This should not be considered rude disrespectful but rather a necessary practice to reduce the risk of being mislead to our detriment.

Respect Needs no Acknowledgement

Trust and respect are bi-lateral behaviours that benefit all stakeholders.  These should be the cost of entry, that is good character begins with respect of others.

It should not be neccessary to explictly acknowledge this expected practice through use of adjectives like esteemed.  Rather it is probably more important to highlight cases where distrust and disrespect occur.

This identification, to those involved, of cases where changes in behaviour and attitudes are warranted will do more to create esteemed colleagues than false praise.