While some people rely on relational skills alone to survive, effective leaders combine these skills with high competence to take their organizations to a new levels of excellence and influence. Where do you stand when it comes to getting the job done? Do you attack everything you do with fervor and perform at the highest level possible?
Or is good enough sometimes good enough for you? When it comes to your profession, where do you consistently perform? Are you a thinker, a doer, or a clutch player? The better you are, the greater potential for influence you will have with your people. From The 21 Indispensable Qualities of a Leader.
Notify me of follow-up comments by email. Those who overestimate their abilities face two major consequences. First, they lack the insight to recognize their true or objective competence level. Second, their lack recognition of this fact may lead them to make poor decisions.
Jack Zenger and Joseph Folkman published their results of a study that asked leaders to evaluate their coaching competence. Data was collected from a pool of 3, leaders. Participants were asked to self-assess their coaching competence. After their self-assessment, their coaching competence was evaluated by others. On average, leaders who were confident in their coaching competence tended to overrate their abilities in the self-assessment. They scored below average by others in coaching effectiveness 32nd percentile.
Leaders who underrated their coaching proficiency scored above average by others in coaching effectiveness 57th percentile. Research suggests that a sense of connection could also impact productivity and emotional well-being. For example, scientists have found that emotions are contagious in the workplace: Employees feel emotionally depleted just by watching unpleasant interactions between coworkers.
Once we feel safe a sensation that is registered in the reptilian brain , we also have to feel cared for which activates the limbic brain in order to unleash the full potential of our higher functioning prefrontal cortex.
Using a song, motto, symbol, chant, or ritual that uniquely identifies your team can also strengthen this sense of connection. Once again, the negative effects of stress on brain function are partly to blame — in this case they impede learning. Researchers have found that reduced blood flow to our brains under threat reduces peripheral vision, ostensibly so we can deal with the immediate danger. While tunnel vision helps athletes focus, it closes the rest of us off to new ideas and approaches.
To encourage learning among employees, leaders must first ensure that they are open to learning and changing course themselves. Try to approach problem-solving discussions without a specific agenda or outcome. Withhold judgment until everyone has spoken, and let people know that all ideas will be considered.
A greater diversity of ideas will emerge. Failure is required for learning, but our relentless pursuit of results can also discourage employees from taking chances. To resolve this conflict, leaders must create a culture that supports risk-taking. All living organisms have an innate need to leave copies of their genes. In turn, those on the receiving end feel a sense of gratitude and loyalty. When leaders show a commitment to our growth, the same primal emotions are tapped.
No matter what traits you write on that list, though, confidence needs to be at the very top of it. You can be the most technically competent individual in your respective field, but if you lack the confidence to back it up, you will not lead successfully. Interestingly, people are willing to follow leaders who may not have all the required technical competence, as long as that leader has confidence.
Here are some of the top characteristics that set strong and confident leaders apart from average leaders:. Confident leaders envision a positive outcome. They believe that they have the skills needed to figure it out, find the resources, build a team, and consistently deliver the desired results. Confident leaders truly believe they can make a difference in the world, and their positive vision allows them to lead positive conversations.
Talking too much is a common sign of lacking confidence. Confident leaders are comfortable choosing their words carefully to make their point, and are equally comfortable listening to others.
By asking questions, you not only educate yourself further, but you encourage others to step up and contribute their knowledge and ideas. People who lack confidence are not comfortable giving credit and recognition where it is due.
Confident leaders feel truly blessed with their life and find it easy to acknowledge the good work of others. They also have the ability to lift others up when they need it. Or, at least, calculated risks. Strong leaders confidently forge into the unknown, and learn from their mistakes. They are not safely mired on the sidelines, but, rather, spend their time in the thick of the play.
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