Unlocking Confidence in the Workplace
A Strategic Approach to Self-Belief
In the world of leadership and personal growth, "confidence" is often viewed as a binary trait: either you have it, or you don't. But is it really that simple? And how do we cultivate it, especially in moments when our confidence feels low? These are the questions that our recent podcast episode tackled, delving into the complex, multifaceted nature of confidence and its impact on strategic decision-making in the workplace.
In this blog post, we’ll explore how confidence can be viewed as a spectrum, how to recognise different types of confidence, and how to cultivate inner assurance—even when fear and self-doubt try to take over.
The Many Faces of Confidence
The term "confidence" can evoke different reactions depending on your perspective. For some, it conjures images of extroverted individuals walking into a room with charisma, easily commanding attention. For others, the idea of "confidence" might feel inaccessible, or even intimidating.
As we discussed in the podcast, confidence is not a one-size-fits-all concept. Traditionally, confidence has been associated with being outgoing, energetic, and fearless in front of large audiences—think of a charismatic leader or a stand-up comedian on stage. But as we explored, confidence comes in many shapes and sizes.
The ‘Confidence Shell’ vs. True Confidence
Speaker B shared an insightful personal story about a friend who exuded what seemed like unstoppable confidence. Her friend, Lindy, pursued jobs far beyond the typical aspirations of their peers, even though she experienced fear and self-doubt, just like anyone else. What set her apart was her willingness to push forward despite these feelings.
This distinction is key: external displays of confidence (such as social confidence, or the ability to speak in front of a crowd) are often confused with true internal confidence. True confidence is rooted in a sense of capability and self-belief, regardless of external circumstances or how we might appear in front of others.
Self-Worth vs. Self-Esteem: The Foundation of Confidence
One of the most thought-provoking insights in our conversation came from John Perry’s distinction between self-worth and self-esteem. Self-worth is an intrinsic belief that we are "okay" as we are—we are inherently worthy as human beings, regardless of what we achieve. On the other hand, self-esteem is dependent on external validation—passing the exam, landing the promotion, or succeeding in the big presentation.
When we confuse the two, we risk allowing our self-esteem to erode our core self-worth, especially when things don’t go as planned. The key to lasting confidence is understanding that failures or setbacks don’t diminish our inherent worth. We can still move forward, learn, and grow from the experience.
Navigating the 'Confidence Dilemma': Situational Confidence
As Speaker B pointed out, confidence is often situational. It’s not a constant trait that we carry with us 24/7. Instead, confidence is something we summon when needed, especially in challenging or unfamiliar situations.
Imagine you’re about to present to a room full of senior leaders or participate in a difficult negotiation. Suddenly, you may feel that rush of self-doubt. This is the moment when you need to tap into your competence, courage, and curiosity rather than rely on an external display of confidence.
The Power of Competency, Courage, and Curiosity
When confidence feels elusive, consider the alternative approaches that can help you perform at your best:
Competency Mode: Focus on what you are good at. Remind yourself why you are in the position you are in, and draw upon your expertise and past successes. Confidence often follows competence—the more competent you feel, the more confident you become.
Courage Mode: Courage isn’t the absence of fear; it’s the willingness to act despite fear. Stepping into courage means acknowledging that you are nervous, but choosing to move forward anyway. Courage allows you to face your fears head-on, rather than let them paralyse you.
Curiosity Mode: Shift your focus from the potential for failure to the possibility of discovery. Curiosity allows you to explore new challenges with an open mind, learning from the process rather than fixating on the outcome. Ask yourself, “What will I learn from this experience?” or “What insights might come from stepping outside my comfort zone?”
By embracing these three “Cs”, you can navigate challenging situations with greater ease. In fact, each of these modes can help build confidence over time, as they push you to grow, adapt, and become more self-assured.
The Quiet Confidence of Strategic Leaders
In the world of leadership, particularly strategic leadership, confidence often manifests quietly. As Speaker A mentioned, introverts often possess a form of confidence that is understated but deeply rooted in self-belief and capability. This quiet confidence is crucial for leading teams through uncertainty and change. It allows leaders to hold competing ideas, make tough decisions, and engage with their teams in a calm, thoughtful manner.
Strategic leaders recognise that confidence doesn’t always need to be loud or brash. Sometimes, the most effective form of leadership is one that is reflective, composed, and open to new possibilities. This type of confidence allows leaders to remain calm in the face of uncertainty and build trust with their teams through vulnerability and authenticity.
The Role of Vulnerability in Confidence
Speaking of vulnerability, one of the more surprising forms of confidence discussed in the podcast was the "vulnerable style" of confidence. At first glance, vulnerability might seem like the opposite of confidence. However, as we explored, vulnerability in leadership can be a powerful tool.
Being able to admit when you don’t have all the answers, to be open to differing viewpoints, and to create space for others to share their thoughts, actually requires a great deal of confidence. Vulnerable confidence is about being comfortable with uncertainty and engaging others in a way that fosters trust and collaboration.
Cultivating Confidence as a Leader
To sum up, confidence is not a one-dimensional trait that some people have and others don't. Rather, it is a multifaceted skill that we can all develop and refine.
As a leader, confidence is essential, but it doesn’t always look the same. Whether you are summoning your inner courage to tackle a challenging task, leaning into your competence to solve a problem, or tapping into your curiosity to learn and grow, these strategies can help you unlock your version of confidence—one that is grounded in self-worth, adaptability, and emotional intelligence.
Takeaways for Strategic Leaders:
Confidence isn’t binary: It’s okay to have moments of doubt. Recognise that these feelings are normal and part of the human experience.
Self-worth vs. self-esteem: Separate your intrinsic value from your achievements and external validation. You are fundamentally okay, regardless of outcomes.
Strategic confidence: Cultivate competency, courage, and curiosity to navigate challenging situations and become more self-assured in the process.
Vulnerable confidence: Embrace vulnerability as a strength in leadership. The ability to engage with others openly and accept uncertainty is a key component of confident leadership.
Confidence isn’t about being fearless. It’s about being able to move forward despite fear. And with the right mindset and strategies, we can all find the confidence to thrive in both our personal and professional lives.
Ready to unlock your confidence? Join us in the next podcast episode, where we’ll dive deeper into practical strategies for navigating self-doubt and stepping into your power as a leader.