How to Regain Your Confidence when it Falters

How to Regain Your Confidence when it Falters

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Confidence is something that is not always guaranteed. Sometimes you may feel that you are strong and capable to tackle your challenges and other times you may feel out of place and unprepared to respond.

The Dip

Feeling unsure and scared is normal for every human being no matter how experienced you may feel. When it goes from high confidence to low confidence, it is called “the dip”. Every type of leader has experienced the dip, and it can result the most capable leaders feel discouraged and enable them to go off track. It is important to realize that your confidence does not get affected by how it wavers, but it ultimately matters how you can bring your low confidence back to your high confidence.

Break the paradox

One way of doing that is by reframing the dip. Some people say that all leaders have experienced the dip at one point in their lifetime, but it is crucial that these dips do not allow leaders to slack off and go off track. For example, imagine you are a well-known leader about to have an important meeting. Your goal is to thoroughly communicate, gain trust by revealing treasured insights, and be able to earn the right to get an invite back. But if you are new at the job, the hole between your lack of experience and your ambitions can make you highly likely to dip. This can result in an authenticity paradox, where you still use your old methods of business while the company is growing instead of developing new methods. This paradox happens when leaders believe that they are being “authentic” and use it as an excuse to stay in their comfort zone. You can avoid this paradox by recognizing that you are a work in progress. This would allow you to directly face the challenges instead of going back to what you are familiar with. This change in perspective can inspire you to grow as a person, and try new tactics through trial and error when there are inescapable situations. As a leader, once you feel that you are dipping, you should start reframing yourself by following your instincts and facing the reality.

Strictly No Compromises

Another method to manage your dip is to limit your inner compromises. For example, you might intend to take some risks by being who you are and boldly asking for something that you want. Instead during the dip, you play the safe card at the expense of sacrificing you own needs. If you catch yourself making an unreasonable compromise, you should stop it and rethink your decisions.

It is good to be prepared when you feel that your confidence is taking the dip by being aware of your choices and following your gut.

How Too Much Praise Devalues Appreciation

How Too Much Praise Devalues Appreciation

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One key to success is showing gratitude in the work environment. When a worker is performing well in their workplace, it is important to show that you’ve noticed with a congratulatory shout-out or a tap on the back. Studies have shown that showing gratitude in the workplace makes the worker feel important, gives them confidence with their work performance, and only encourages them to get better.

The Bigger is NOT always the Better

Overdoing how you show gratitude can lose its specialty. For instance, appraisals should not be given to workers for doing simple tasks or duties that is already expected to be done in their job. Appraisals should be given when workers have gone out of their way and have given a lot of effort into the task. When small accomplishments are tackled, a great way to acknowledge them is through email.

A personal touch means a LOT

When big accomplishments are achieved, the thanks would mean a lot more when it is done in person, and even maybe with a public recognition. In order to figure out who is doing an exceptional job in the workplace, regular meetings with discussions on achievements and improvements are an efficient way to do so.

It’s NOT always about the Money

Another way of showing appreciation is through money, but that can get a little tricky. Bonuses means that the workers would receive an unsteady compensation. It would result in the feeling of disappointment when they are not able to go above and beyond for the company and fail at attaining the bonus. Research shows that the odd bonuses offered does not truly improve performance within the workplace. Nonetheless, getting a raise in the job wage is better than surprise bonuses. An alternative way in showing gratitude is through parties and celebrations. Job events, such as holiday parties shows that companies care for their workers. It is vital to thank your workers with a speech at these type of functions and shower them with food.

To sum up, any type of genuine recognition can go a long way. Showing gratitude makes the person receiving it happy and allows them to enjoy their job.

Who Is A Leader?

Who Is A Leader?

Understanding what differentiates a great leader from a good leader will help companies make the right choices for the top jobs. In defining “best-performing leaders”, priority is given to the clarity those leaders generate. The pace of the transformation they instigate successfully is another major factor. In other words, the “how” of their leadership, while also considering the “what” of their results is the key.

1. They Simplify Complexity and Operationalise It 

“Ability to deal with ambiguity” and “learning agility” have become standard language in executive assessments. A good leader takes ownership of complexity by creating simple narratives around it. A leader should be readily understood and embraced by those who work for them. This combination of simplifying and operationalizing complexity provides a critical foundation. Simply put, leadership is the ability to inspire others to achieve shared objectives. 

2. They Drive Ambition for the Whole Enterprise

To think across the enterprise means overcoming two fundamental human drivers: tribalism and the security that comes from navigating an area one knows well. To achieve enterprise-level thinking, one requires enough self-awareness to understand these impulses and enough self-discipline to overcome them. The company should be the only “us” that matters. The discomfort of operating outside one’s area of expertise needs to be a comfort zone for the exceptional leader.

3. They Play Well on Teams They Don’t Lead

Executives are often encourages to lead teams as they rise through the ranks. But though they fit into self-identified alpha types, rarely does anyone groom them to contribute as a teammate. The most effective leaders emphasize the importance of leadership, both individual and collective. This serves as a means of delivering on the strategy and help them focus their contributions to the team on the strategic, rather than on tactical maneuvering.

4. They Build Leaders 

You can classify leaders into two groups. One group sees the people who work for them as assets to help them advance their careers. The other sees the potential of their employees, and takes ownership of the responsibility to develop them. A leader who develops leaders is also more likely to be someone who can retain and develop individuals whose perspectives differ from his or her own. Diversity improves strategy execution. Encouraging this is a sign of a leader’s ability to build teams that can excel at healthy disruption of the company’s traditional ways of thinking and working. 

Identifying and developing such leaders should be imperative for organizations seeking to ensure long-term strategic performance. This is because, such leaders win by setting the right priorities, building effective teams and creating diverse sets of leaders and teams. They consider doing this as key to outperforming the market today and tomorrow. 

Pushing Yourself Towards Excellence

Pushing Yourself Towards Excellence

Behavioral economists believe that individuals quickly make decisions when they feel pressured based off  intuition, biases, and psychological misjudgments. Since many people do not make correct decisions and choices, a “nudge” might help you take the right step. A nudge is something that helps guide decisions without restricting them.Behavioral economists, psychologists, and neurosciences have great belief that cleverly, thought out designed nudges can efficiently influence behaviour and encourage results in issues within a workplace.

An example where a nudge was effectively used was at Virgin Atlantic. The airline teamed up with professional economists to come up with a program that reduces fuel by influencing the behaviour of 335 of their flight captains. There were four that consisted of different exercises. The first was a control group that was alerted that the usage of their fuel would be monitored. The second group was provided monthly reports of their fuel usage. The third group were given monthly reports and precise targets that were to be achieved. They were either praised for their success,or encouraged when they failed. The last group received monthly reports, were given targets, and were told that every time they hit their target, charitable donation will be given.

The three groups that were given monthly reports saved a lot more fuel than the first control group. The two groups that had to reach monthly targets were the groups that performed the best. This experiment caused the airline to save 6,828 metric tons of fuel, which cost about more than 3.3 million pounds. Not only did the airline notice substantial savings with the experimental groups, but also noticed a higher amount of satisfaction within the pilots of their airline.Behavioral science gives a boost on cultural change, corporate transformation, and can lead to effective processes. No matter what, a workplace should strategically encourage active participation with their employees to get better results. This experimental pilot program  should be an inspiration for other organizations to transform and improve in every little thing as best as they can. A little nudge in the right direction can go a long way.