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Confidence has often been quoted as the critical component of effective leadership.
But the application of that confidence is often misconstrued by the leader and their team.
So what is the best way to harness confidence in your own leadership style?
People draw conclusions on the effectiveness of leadership based on the confidence exhibited by a leader. That's not a new idea - and it is inevitable. We want to believe in our leader - and we need them to believe in themselves before we can believe in them.
But often attempts to display confidence are interpreted as arrogance, insecurity or weakness. In an attempt to demonstrate that we have all the answers, we often forget to bring our teams along on the journey. It's no wonder we often hear "it's lonely at the top". But with ever increasing complexity in business today, the role of the all-knowing individualist leader is disappearing fast.
So, what can you do to demonstrate confidence but avoid these pitfalls?
In a recent Harvard Business Review case study, Professor Susan Ashford, Associate Dean for Leadership Programming at the University of Michigan suggests that confident leadership means willingness to admit your weaknesses and seek advice from carefully chosen confidants in your organisation. "Confident people ask for help all the time. They call it getting input" says Ashford.
Professor Ashford suggests that actively seeking advice from trusted colleagues - and listening to that input - is critical for true leadership. It is important to note that often the people that are the most help to you are either your subordinates or your superiors in the company hierarchy - and that power differential may colour the input received. So it's very important to create a culture that says 1) it's OK be critical of business issues and 2) I will listen and give real consideration to feedback.
But that's a topic for another day.... |
