A Quote by Bill Simmons
Leaders thrive when they feel creatively empowered, when they trust the people around them, when their confidence is swelling. Leaders make mistakes when they lose that same confidence, when they're fretting about their power base, when they're reacting instead of acting.
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Confidence is not lodged in people's brains, it comes from the support system that surrounds them. Let's not confuse confidence overall with just self-confidence. Self-confidence is only one part of confidence. People also need confidence in others - their colleagues and leaders - that they can count on them to do the right thing and not to let them down.
"Leadership" is a big topic today. We know that the world - nations and communities in addition to companies - needs more and better leaders. So I wanted to explore how leaders make a difference, how they can shift a negative cycle, turn around a losing organization, propel a team to victory when conditions aren't perfect. I saw that what leaders do is build confidence in advance of victory. Then the confidence they produce makes the hope of success turn into the reality of success, because people behave differently when they are surrounded by a culture of confidence.
Micromanaging erodes people's confidence, making them overly dependennt on their leaders. Well-meaning leaders inadvertently sabotage their teams by rushing to the rescue and offering too much help. A leader needs to balance assistance with wu wei, backing off long enough to let people learn from their mistakes and develop competence.
The trust of the people in the leaders reflects the confidence of the leaders in the people.
Sports build good habits, confidence, and discipline. They make players into community leaders and teach them how to strive for a goal, handle mistakes, and cherish growth opportunities.
The mistakes (of leaders) are amplified by the numbers who follow them without question. Charismatic leaders tend to build up followings, power structures and these power structures tend to be taken over by people who are corruptible. I don't think that the old saw about 'power corrupts and absolute power corrupts absolutely' is accurate: I think power attracts the corruptible.
There are times when people that you put in those positions make mistakes, they disappoint you, you lose their - you lose your confidence in them, or they lie to you. And when you find that out, the test of leadership is what do you do?
All leaders make mistakes. They are a part of life. Successful leaders recognize their errors, learn from them, and work to correct their faults.
Quality effective leaders have the confidence to trust others to try, succeed, and sometimes to fail.
Confidence and empowerment are cousins in my opinion. Empowerment comes from within and typically it's stemmed and fostered by self-assurance. To feel empowered is to feel free and that's when people do their best work. You can't fake confidence or empowerment.
Own the room. Confidence has nothing to do with what you look like. If you obsess over that, you'll end up being disappointed in yourself all the time. Instead, high self-esteem comes from how you feel in any moment. So walk into a room acting like you're in charge, and spend your energy on making the people around you happy. Giving confidence to others will come back to you and you'll end up feeling better about yourself.
Just like self-interest is not selfishness, well, confidence is not a negative. Confidence is not an off-putting thing. It's, in fact, necessary for all good leaders.
Many leaders rely on confidence, the ability to make timely decisions, and hold themselves and others accountable. But some of these leaders have not yet developed resonance, the ability to read the room, understand and appreciate the thoughts and emotions of others.
Leaders are active instead of reactive, shaping ideas instead of responding to them. Leaders adopt a personal and active attitude toward goals. The influence a leader exerts in altering moods, evoking images and expectations, and in establishing specific desires and objectives determines the direction an organization takes. The net result of this influence is to change the way people think about what is desirable, possible, and necessary. In other words, leaders are visionaries and managers operate within those established visions.
It is a shame that so many leaders spend their time pondering their rights as leaders instead of their awesome responsibilities as leaders.
When political and business leaders tell the public - any public - 'We don't trust you to make the right decision' - they prejudice that electorate against the very proposals they want it to accept and undermine public confidence in themselves.
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