We often think that giving the benefit of the doubt is a good habit: It means we assume the best of intentions when others do or say something that we don’t like, or when their actions go against what we’ve agreed to. Team members will often show their loyalty by agreeing in principle to never doubt each others’ best intentions. This is a good habit for those who are quick to criticize, quick to judge intentions as evil,
Self-confidence can be a game-changer for leaders, and so it comes up in Coaching. Followers expect to work with self-assured leaders. Confidence is different than a “know-it-all” attitude: It’s more about feeling strong in your abilities. In every workplace, it’s not just about what you know that demonstrates leadership – it’s how confidently you lead when you don’t know.
For example, M. has taken on a new job, after being downsized from a 20-year career in a completely different industry.
The Leaders I coach are working on something significant and personal. First, they learn to see their current behaviours and the impacts. But that’s not the hardest part. After self-awareness comes action – so we plot the changes they will make. Do this, instead of that. Say this when you might have been silent. Surprise others. And they set out to change, where sometimes, all hell breaks loose.
I’ve seen that it takes enormous self-confidence to make lasting personal change.