As a leader when you are developing through your leadership lanes your confidence both grows and constricts at different times. Our confidence grows when we are provided with a new challenge and we are able to fulfill what that challenge requires.  Confidence means that we feel strong, in control of our ability and the attributes required to carry out what it is that we need to do.

Conversely, our confidence can also constrict when you are given an opportunity or challenge. We may feel underdone, underdeveloped, not quite ready, unsure of why we’ve been given this opportunity and perhaps we may be feeling a bit like an impostor.

I believe that confidence and conviction are linked.  When we have conviction in what we know, what we’re here to offer, what we can do and how we can lead our teams, confidence grows.   Conviction is something inside of us.   It’s a deep self-belief and self-trust that we have the requisite skills and attributes to undertake the role we are required to do. Confidence follows conviction when we feel strong, we feel in control, we feel that we can face into challenges as they arise.  When we’re confident we focus on what we can do, on our strengths rather than what we can’t do better known as our gaps.

Self-efficacy refers to an individual’s belief in his or her capacity to execute behaviours necessary to produce specific performance attainments (Bandura 1977). The term self efficacy refers to confidence in the ability to exert control over one’s own motivation, behaviour, and social environment. You will note that in this sentence the emphasis is placed on the individual’s belief in his or her capacity to execute behaviours rather than the emphasis being placed on somebody else’s interpretation of you being able to execute behaviours necessary to produce this specific performance.  Others feedback can derail our confidence. If we have conviction in what we offer the value that we bring and in our own capabilities and skills we can choose to turn down the volume on this feedback. Feedback is useful in that it illuminates blind spots and development areas. However, focusing only on our development areas rather than our strengths can impact our confidence.

So how can we build our confidence?

1. Be aware of the messages and stories that you are telling yourself.   Research proves to us that positive affirmations and self-talk can boost our self-esteem and confidence. 
2. When you are comfortable with your messages turn up your own volume.  Be sure that you are hearing what you’re saying to yourself about the value that you bring and what you have to offer (refer to point one above)
3. Turn down the volume on other people’s feedback which does not serve you.  Feedback is a gift but like all gifts there be some that you like and some that you may choose to disregard or even return
4. Connect with your conviction.  What value do you bring?  What’s your superpower?  What’s your unique value proposition?
5. Look after yourself.  Practice self-care.  When we feel good, we think better, positively impacting our confidence.

Knowing that confidence will grow and sometimes constrict will help manage expectations about confidence.   If you believe and feel confident, others will believe and feel this too.

Rita Cincotta writes, mentors, and speaks on individual and team performance, leadership development, resilience and new ways of working. She works with organisations to develop human centred solutions that help people and businesses to thrive.