Self-assurance is often defined as self-confidence. But in leadership development, it’s a lot more than believing in your own abilities.
“I want to work for a boss who lacks confidence,” said nobody, ever. On the other hand, nobody wishes to report to swaggering managers who think too much of their skills. They’re tiresome at best and poor decision-makers at worst.
As with most things in life, there should be a happy medium when it comes to believing in our own abilities. However, some leaders are unaware that their confidence exceeds their ability, or vice-versa. Others don’t know how to build their self-confidence or adjust an ineffective behavior.
Either way, there’s a negative impact on their team.
With that in mind, let’s look at a leadership trait that strikes just the right balance between under and overconfidence: Self-assurance.
What Kind of Boss Are You?
Whether you’re a new or an experienced manager, how you come across to others is extremely important. And how people view you is inextricably linked to how you see yourself.
Of course, the opinion that you have of your own abilities is not a constant. It will change to some degree as you go through your working day. However, your general level of self-confidence is likely to put you in one of these three camps:
- The underconfident boss: You tend to underestimate your abilities, and you fear failure. You back away from opportunities that could lead to success, and you postpone decisions. You tend to react negatively to problems. Team members do not feel inspired or united by you.
- The overconfident boss: You tend to overestimate your abilities and presume you know more than others. You take unreasonable risks, especially in areas where you have the least knowledge. Team members find this annoying and unsettling.
- The self-assured boss: You believe in your own ability to do your job and be successful. You’re willing to make bold changes, to challenge the status quo, to be collaborative, and to lead from the front. Team members are comfortable with your leadership and trust you to make the right decisions.
If you find yourself in the self-assured camp, congratulations. You’ve managed to find the right balance, and there’s no need to read the rest of this article.
Or maybe—just maybe—you like to think you’re that kind of boss. In reality, you’re simply unaware or unwilling to admit that you have too much or too little confidence.
Not sure? Or did you put yourself into one of the other two camps? If so, let’s dig a little deeper into self-awareness as a leadership trait.
“Perhaps too much confidence becomes arrogance and the is a state where it begins to hurt a leader’s effectiveness.”
Joseph Folkman, psychometrician and behavioral statistician, Zenger Folkman
Gallup’s Definition of Self-Assurance
Self-assurance is one of 34 natural talents that Gallup has identified for its CliftonStrengths Assessment. It comes under the domain of Influencing, and it describes people who know they can rise to challenges, take acceptable risks, and deliver the required results. They show initiative and instill confidence in others. They are natural leaders.
Self-assured managers have confidence in their judgment. They have an inner compass. This doesn’t mean they’re not willing to listen to advice. On the contrary, they always are prepared to accept feedback. However, they know that it’s down to them to make the decisions, and this accountability doesn’t intimidate them.
If you enjoy acting independently and are comfortable making bold decisions, it’s quite likely that you have a high degree of self-assurance.
Self-Confidence vs. Self-Assurance
Self-assurance is not quite the same as self-confidence, although the two are closely linked. Both give you an aura of certainty. However, being self-assured is not merely believing in your own abilities. It’s also understanding that risks should be properly assessed and that other opinions should be sought. Just because you can act alone doesn’t mean you always should.
Other elements of self-assurance include the ability to withstand different pressures (to stay on course) and to bring people along with you (which is what helps make you a leader). You’re less about the “I can do this” and more about the “we can do this.” This encourages members of your team to step outside their comfort zone.
Compare this behavior to that displayed by managers who lack confidence. They’re like weathervanes, easily swayed by opinions and derailed by conflict. Conversely, overconfident managers can be stubborn and refuse to listen to advice because they think they know best. Neither attitude results in motivated employees or good decision making.
“Self-assurance is an internal confidence to try, even though external uncertainty exists.”
Curt Liesveld, Learning & Development Sr. Consultant at Gallup
How to Become a Self-Assured Leader
Now we’ve defined self-assurance, let’s consider what you can do to develop this leadership trait. There are two approaches, depending on which side of the confidence spectrum you’re on.
For the Overconfident Boss: How Not to Come Across as Arrogant
- Communicate and persuade – share with your team why you are so certain about something and be willing to debate. And don’t just go through the motions. Really listen to what is being said and consider their opinions when making a decision.
- Be inclusive and learn to collaborate – you naturally dislike being told what to do or having your hand held, but inclusive leaders are successful at reducing conflict and generating enthusiasm. They’re also good at attracting talents to the team.
- Help others achieve their own goals – be sensitive to the needs of your staff and lend them some of your self-confidence. Showing an interest in their professional and personal wellbeing will help you to build effective relationships.
- Don’t break rules that others have to follow – you won’t earn respect as a leader if you think standards and policies don’t apply to you. Being unorthodox may seem appealing, but you’ll simply come across to others as unreliable and indifferent.
- Admit you don’t always have an answer – you can be intimidating because you think you know everything, so it’s good to show moments when you’re uncertain about something. And actually, you really don’t know everything.
For the Underconfident Boss: How Not to Come Across as Nervous
- Embrace setbacks – learn to overcome obstacles quickly by building resilience and reminding yourself that every problem has a solution. And remember what Churchill said: “Success is not final, failure is not fatal: it is the courage to continue that counts.”
- Set realistic goals – don’t set yourself up to fail by pursuing unworkable goals for you and your team. Strong leaders like to stretch the talents of their team, but they also know that unrealistic targets will only serve to discourage and disappoint.
- Leverage your strengths – Any CliftonStrengths advisor will tell you that inner confidence comes from focusing on who you are rather than who you’re not. The key? Understanding your strengths. Consider an assessment to unlock your potential.
- Apply positive thinking – it’s hard to by optimistic when you’re feeling nervous, but it is possible to cultivate positive leadership by adopting positive practices in the workplace. It will help you integrate better with the team and consider more options when making decisions.
- Be more assertive – you’ll come across as more confident (to yourself and others) if you express your needs clearly, use colleagues’ names when speaking to them, and set firm boundaries. You don’t need to be feared, but you do need to be respected.
Conclusion
Ready to lead with self-assurance? If you are, you’re far more likely to make bold changes and rational decisions. What’s more, your team will respond with respect, trust and inspiration. Go on, have confidence in your abilities – just not too much confidence!