Competence, professionalism and interpersonal relationship skills are some of the crucial ingredients for workplace success, but they can only take you so far without self-confidence. If you’ve been feeling unsure of yourself at work lately or if you feel your skill set is no longer a match for your job requirements, you are in dire need of a confidence boost.
While self-assurance is not typically something we are born with, it can be built successfully by taking the right steps.
Below, 15 members of Forbes Coaches Council share their best advice to help you get the boost of confidence you need to fulfill your workplace potential.
1. Review Your Past Wins
Think of a past win or accomplishment and remember how good it felt to succeed, how effortlessly you were able to accomplish your goals, and how you have everything within you necessary to do it all over again. Confidence can build heavily on memory – if you lack confidence in a new opportunity or a new environment, remember what got you there in the first place. – Amanda Miller Littlejohn, Package Your Genius Academy
2. Start By Noticing Your Inner Critic
All images courtesy of Forbes Council members.
Members of Forbes Coaches Council share advice on how to be more confident in the workplace. Read More…
Genuine people have a profound impact upon everyone they encounter. Discover the unique habits that cause them to radiate with energy and confidence.
by Travis Bradberry
There’s an enormous amount of research suggesting that emotional intelligence (EQ) is critical to your performance at work. TalentSmart has tested the EQ of more than a million people and found that it explains 58 percent of success in all types of jobs.
People with high EQs make $29,000 more annually than people with low EQs. Ninety percent of top performers have high EQs, and a single-point increase in your EQ adds $1,300 to your salary. I could go on and on.
Suffice it to say, emotional intelligence is a way to focus your energy with tremendous results.
T.S. Eliot was clearly onto something when he asked, “If you aren’t in over your head, how do you know how tall you are?” The very act of stepping outside of your comfort zone is critical to your success and well-being.
Our brains are wired such that it’s difficult to take action until we feel at least some stress and discomfort. In fact, performance peaks when we’re well out of our comfort zone. If you’re too comfortable your performance suffers from inaction, and if you move too far outside of your comfort zone you melt down from stress.
Peak performance and discomfort go hand in hand. Stepping outside of your comfort zone makes you better, and it doesn’t have to be something as extreme as climbing Mount Everest. It’s the everyday challenges that push your boundaries the most, none of which require a flight to Nepal. Step out of your comfort zone and embrace these challenges.
Coauthor Emotional Intelligence 2.0 & President at TalentSmart
Mar 2, 2016
The further along you are in your career, the easier it is to fall back on the mistaken assumption that you’ve made it and have all the skills you need to succeed. The tendency is to focus all your energy on getting the job done, assuming that the rest will take care of itself. Big mistake.
New research from Stanford tells the story. Carol Dweck and her colleagues conducted a study with people who were struggling with their performance. One group was taught to perform better on a task that they performed poorly in. The other group received a completely different intervention: for the task that they performed badly in, they were taught that they weren’t stuck and that improving their performance was a choice. They discovered that learning produces physiological changes in the brain, just like exercise changes muscles. All they had to do was believe in themselves and make it happen.
When the groups’ performance was reassessed a few months later, the group that was taught to perform the task better did even worse. The group that was taught that they had the power to change their brains and improve their performance themselves improved dramatically.
The primary takeaway from Dweck’s research is that we should never stop learning. The moment we think that we are who we are is the moment we give away our unrealized potential. Read more…
Coauthor Emotional Intelligence 2.0 & President at TalentSmart
When it comes to communication, we all tend to think we’re pretty good at it. Truth is, even those of us who are good communicators aren’t nearly as good as we think we are. This overestimation of our ability to communicate is magnified when interacting with people we know well.
Researchers at the University of Chicago Booth School of Business put this theory to the test and what they discovered is startling. In the study, the researchers paired subjects with people they knew well and then again with people they’d never met. The researchers discovered that people who knew each other well understood each other no better than people who’d just met! Even worse, participants frequently overestimated their ability to communicate, and this was more pronounced with people they knew well.
“Our problem in communicating with friends is that we have an illusion of insight,” said study co-author Nicholas Epley. “Getting close to someone appears to create the illusion of understanding more than actual understanding.”
What makes a great leader? Knowledge, smarts and vision, to be sure. To that, Daniel Goleman, author of “Leadership: The Power of Emotional Intelligence,” would add the ability to identify and monitor emotions — your own and others’ — and to manage relationships. Qualities associated with such “emotional intelligence” distinguish the best leaders in the corporate world, according to Mr. Goleman, a former New York Times science reporter, a psychologist and co-director of a consortium at Rutgers University to foster research on the role emotional intelligence plays in excellence. He shares his short list of the competencies.
Realistic self-confidence: You understand your own strengths and limitations; you operate from competence and know when to rely on someone else on the team.
Emotional insight: You understand your feelings. Being aware of what makes you angry, for instance, can help you manage that anger.
Emotional balance: You keep any distressful feelings in check — instead of blowing up at people, you let them know what’s wrong and what the solution is.
Self-motivation: You keep moving toward distant goals despite setbacks.