An organization is never more confident than its leader, which highlights the importance for leaders to show unwavering confidence in themselves, their vision, their strategy and their people. Leading with self-confidence involves important nuances such as avoiding the opposite (leading from a place of fear) and learning to deal with criticism. It also means not only knowing what qualities you can project, but what behaviors you should avoid.
After seeing a multitude of leaders over a 30-year career plus from uber-confident to the point of arrogance to shy and insecure, I & # 39; We have developed an eye for what constitutes very (but not unwarranted) confident leaders and behavioral traps they avoid. Here are the 1
1. They do not seek attention and praise.
In fact, people with confidence seek opportunities to celebrate the success of others. And I've learned the more praise you give away, the more comes back to you.
2. They refuse to make excuses.
Excuses are an attempt to avoid responsibility and guilt. Confident people embrace responsibility and do not worry about guilt. They own their mistakes and command respect accordingly. They do not hide behind circumstances or lack of resources to justify their failure.
3. They are not defensive.
Defense is just another form of guilt, even worse than the above because it often involves not just avoiding guilt, but redirecting and projecting it to someone else. Trusting people are open minds about their mistakes and what they could have done better, thus avoiding the need to redirect something to someone.
4. They do not avoid conflict.
Conflict brings, well, conflict, and the self-assured are sure to deal with tension. They even look forward to it, and see it as a mechanism to quickly get past the differences and disagreements towards resolution.
5. They do not hide without determination.
Choosing not to decide is still a choice, a corrosive one. Indecision is often borne of insecurity, a fear of making the wrong decision and looking bad. Very confident people do not worry about who is right, they care about what is right. And if they make mistakes, so be it. Further. Upwards. Live and learn.
6. They are not disappointed by the feedback.
In fact, very secure leaders are seeking it. They see it as a true gift; The fact that someone invests the time to help them learn and grow is really appreciated. They know they are far from perfect and embrace the journey to become a better version of themselves.
7. They do not feel that they are competing with others.
They focus on getting better than they were yesterday and are not sucked into comparing themselves to anyone else. They welcome competition when it presents itself, but see it as an opportunity to push themselves and improve, not as a chance to establish dominance.
8. They are not afraid to take a stand.
Taking a stand by definition means that you want to stand out, which is not for everyone. But it is for the very confident, who know that authenticity trumps the approval. They want results, not security. If your booth calls for dissent, so be it, and we're all better for it, the confident says.
9. They do not shy away from failure and setbacks.
Highly confident leaders see adversity as what makes you successful, not what hinders success. The most confident leader I have ever worked with felt that she would fail if she did not fail. She had enough faith in herself to know she was bigger than any mistakes she made.
10. They do not pounce on themselves with negative self-talk.
The self-assured do not obsess over whether they are good enough or not. They know they are good. And that's enough. They do not feel the need to be perfect and beat themselves when they lack perfection. They use a mindset of acceptance and recovery when they fail.
11. They do not dissipate negative energy.
When negative people project their little helpful mood into the universe, it is often a cover. They do not feel good about themselves or anything in their lives and therefore want to project the feeling somewhere else. Confident people do not have it because they do not have to build up by tearing other people or things.
12. They don't just talk about themselves.
Have something more uncertainty than when someone feels compelled to do it all about them all the time?
13. They don't do the simple thing by doing everything.
They don't worry about covering bases or donkeys. They focus on what matters, and are happy to criticize for prioritizing the rest.
14. They do not need permission to act.
They know that home builders need permission to shop, but business builders do not. They are not disrespectful authority, they are respectful and yet autonomous.
Then tear down this behavior to build up the confidence you exude.
The opinions expressed here by the Inc.com columnists are their own, not those of Inc.com.