The Four C’s: Inspiring Others’ Confidence in You
Much has been written on the topic of self-confidence and how to develop the inner strength and conviction it takes to be a senior leader. However, more than not, our career progression does not occur in a vacuum. The
reality of the corporate world today is that the more senior you become, the more others’ weigh into key decisions around your gaining advancement, making it into the senior ranks, or being considered in the succession planning process. A large part of developing as a leader thereby requires asking not only what drives your own self- confidence but also what impacts your ability to inspire others’ confidence in your leadership potential?
Confidence: The first pillar in inspiring others’ confidence is your mindset about yourself as a leader. Take, Leslie, a principal in a global professional services firm for many years. It seemed Leslie was always on the brink of being put into the partner election process of her firm but each year the partners hesitated – always just enough lack of confidence in Leslie in terms of her readiness for the next step.
However, it was clear upon meeting Leslie that she herself was also unsure if she deserved a seat at the table. Leslie had to first change her view of herself to one of believing she was a peer and trusted advisor to both her clients and colleagues. She had to understand and see the unique value and distinction she did add to the firm before others could begin to see this as well.
Communication: How we communicate is a big part of how others’ perceive us and thus can enhance others’ confidence in us as well. Critical to gaining credibility includes our ability to be clear and crisp in our point of view while also being able to read and influence different audiences and stakeholders. Further, others judge our reliability and initiative based on how well we strategically inform, update, or make direct requests of others.
In Leslie’s case, she realized that she often got “lost” in her client work and did not inform her internal colleagues in a timely manner or was not proactive in following up or teaming with others on business development and firm activities. This “void” or lapse in communication left her colleagues with questions around if she could be fully relied on or if she had the initiative it took to be a successful partner in the firm. As one managing partner described, “when partner election takes place, you ask yourself, if I went on vacation, would I trust this person with leading my best client account while I was gone?”
Composure: In addition to what we say and how we communicate, others look to leaders to provide a sense of calm and composure when the stakes get high. A leader’s ability to stay anchored and composed during these situations lead to a tremendous amount of credibility and respect from others. In Leslie’s case, high stakes or stress situations often left her visibly anxious, defensive, or appearing harried. Through coaching, Leslie learned new practices and skills in time and energy management that helped her to remain more centered and composed in the face of change or challenge.
Consistency: Finally, others appreciate a leader’s consistency and reliability, building a track record and “bank account” of confidence with others. Consistency of a leader’s “personal best” gives clear evidence of leadership potential as well as offers the leader the “benefit of the doubt” factor when something doesn’t go as smoothly as planned. Ultimately, through consistency of personal best, we inspire confidence not only in others but enjoy the virtuous cycle and additional confidence we feel in ourselves as well.
What impact do you make? Ask yourself the following questions.
- How do others in my life experience me as a leader when I am at my personal best? What’s the impact I make? How consistently am I at my personal best?
- How do others in my life experience me as a leader when I am under stress or not at my personal best? What’s the impact I make?
- What could I change about my confidence, communication skills, or composure that would inspire others’ confidence in me?
Adapted from Paravis Partners’ Signature Voice for Leaders Program
– Amy Jen Su