Leaders want to be more confident. But what are the common mistakes they make?

This undermines confidence by emphasizing weaknesses, setting unrealistic standards, and ignoring personal progress. Instead, focus on individual goals, celebrate achievements, and learn from failures. Acknowledge uniqueness and value without comparison to others.

Overcompensating: Trying too hard to appear confident can come off as arrogant or insincere. Ignoring Feedback: Failing to listen to constructive criticism can hinder growth and self-awareness. Lack of Preparation: Not adequately preparing for presentations or meetings can undermine confidence. Avoiding Challenges: Shying away from difficult tasks or decisions can erode confidence over time. Perfectionism: Striving for perfection can lead to fear of failure and self-doubt. Comparing Themselves to Others: Constantly comparing oneself to others can breed insecurity and undermine confidence. Not Prioritizing Self-Care: Neglecting self-care can lead to burnout and diminish confidence levels.

Leaders often want to be more confident, but they sometimes make mistakes that hold them back. One common mistake is being too rigid and unwilling to adapt when things don’t go as planned. They might also overestimate their abilities, leading to overconfidence that can blind them to potential pitfalls. Additionally, some leaders may struggle with imposter syndrome, doubting their own capabilities despite their achievements. It’s important for leaders to strike a balance, being confident in their decisions while remaining open-minded and self-aware.

Na minha experiencia, para ter maior sucesso, devemos aceitar os erros cometido e aprender deles. Também é muito importante aprender a "escutar", porque a lideran?a n?o significa que sejamos os donos da raz?o, por tanto, ter disposi??o na escuta permite que acrescentemos os nossos conhecimentos gra?as as experiencia de outros e melhore nosso desempenho.

Leaders frequently aspire to greater confidence but often stumble in several areas: 1. Tending to tackle tasks alone rather than seeking assistance or delegating responsibilities. 2. Hesitating in making critical decisions due to a fear of making mistakes. 3. Disregarding input from others and failing to appreciate the value of constructive feedback in refining leadership skills. 4. Neglecting to acknowledge and commemorate achievements, inadvertently dampens team morale and enthusiasm.

Existe uma diferen?a entre buscar valida??o de outras pessoas, e pedir opini?o sobre pontos específicos que sejam críticos, sem querer poder achar que por n?o procurar "valida??o" nos outros, devemos tomar decis?es mesmo n?o tendo o panorama tudo coberto, arriscando possíveis consequências para o time e até para a empresa mesma. O problema esta quando n?o conseguimos tomar decis?es do dia a dia sem valida??o dos outros, ai ficamos dependentes e anulamos nossa capacidade de decis?o.

Wir k?nnten in diesem Zusammenhang von interner versus externen Referenz sprechen. Interne Referenz meint hier die Best?tigung durch sich selbst, w?hrend die externe Referenz ?u?ere Ma?st?be ansetzt. Wie immer ist auch hier die gute Mischung gefragt. Ausschlie?lich extern referenzierte Menschen sind die Marionetten ihrer Umgebung. Stark intern orientierte Menschen k?nnten Gefahr laufen, externe Signale zu übersehen und sich zu isolieren. Wenn es gelingt, aus einer gesunden und starken internen Referenz heraus den Blick nach au?en zu richten, um die Zeichen zu erkennen, die entscheidungsrelevant sind, ist der Grundstein für erfolgreiche Führung gelegt.

Seeking Perfection: Leaders may fall into the trap of seeking perfection in themselves and their work, leading to self-doubt and hesitancy to take risks. This perfectionist mindset can hinder their confidence and prevent them from embracing new opportunities.

Seeking validation is self-defeating. It will lead you on a path of appeasement, which will not be healthy in the long run. Instead, seek mentors and coaches who will help you find your own path. Feedback is also crucial for your long-term confidence. But be cautious who you ask it from. Bad feedback can be very negative in terms of your development and future focus

Confidence is not built upon avoiding mistakes. True confidence comes from knowing that I can make mistakes, learn from them and emerge stronger. The most confident leaders I know don't pretend to have all the answers. Instead, they are willing to challenge the status quo and figure it out along the way.

Whenever you can, challenge yourself. Without it, you will not grow. You will make mistakes. Making mistakes is one of the best learning experiences for you. For you, it is crucial to learn from you mistakes. We call this failing forward. This is where true growth happens. It is part of your growth mindset that you need to cultivate to succeed. The biggest failure that you can make is to stop challenging yourself. Challenging yourself and failing are two key characteristics of a growth mindset. And having a growth mindset is one of the most powerful things you can have

No meu ponto de vista, evitar o desafio limita totalmente nossa capacidade de reagir antes dificuldades que possamos ter na nossa gest?o de trabalho. Eu de forma pessoal tento aproveitar os momentos de calma para estabelecer desafios para mim e soluciona-los de forma que quando cheguem os momentos de criticidade, eu possa ter já uma base para as abordagens que poderiam ser mais efetivas para dar a solu??o ao problema.

Avoiding Failure: Fear of failure can paralyze leaders, causing them to avoid challenging situations or making decisions. However, failure is an inevitable part of growth and learning, and avoiding it can stunt their confidence and personal development.

Being too self-critical can be self-sabotaging to building own's confidence. Committing mistakes and experiencing failures are natural part of the learning process. Rather, surround yourself with supporting people who encourate and uplift you.

Concordo totalmente que com que temos que reconhecer as conquistas, e ser autocompassivos ao olhar os erros cometidos, é importante perdoa-nos mas sem esquecer esses detalhes, porque eles s?o os que formam parte da nossa experiencia para n?o falhar novamente nesses pontos específicos, sendo estes pontos para considerar e n?o pontos que tragam cobran?as ao longo do tempo.

Comparing Themselves to Others: Leaders often compare themselves to their peers or role models, leading to feelings of inadequacy or imposter syndrome. This comparison can erode their confidence and prevent them from recognizing their own unique strengths and contributions.

As a leader, I believe in being open and honest. True leadership is about being yourself without pretending to be someone else. Being genuine means admitting your strengths and weaknesses, which helps build trust and connections with your team. It's also important to communicate openly so that everyone knows what's going on. Authentic leaders inspire others by staying true to their values and encouraging new ideas. When conflicts arise, they address them calmly and find solutions together. Overall, being authentic creates a positive environment where everyone feels valued and can do their best work.

Ignoring Feedback: Leaders who dismiss or ignore feedback from others miss valuable opportunities for growth and improvement. Constructive feedback can help them identify areas for development and build confidence in their abilities.

Ask, ask, ask, and then ask some more. Do not try to do everything by yourself. Others around you can and want to help you. The worst thing they can say is no. Find yourself the right mentors and coaches. They will be there for you and will help you grow and fulfill your true potential

Was für MitarbeiterInnen in vielen Unternehmen heute schon Standard ist, ist ein Instrument, das auch für Führungskr?fte gro?e Vorteile bringt. "Supervision braucht keine Not." So ist die Supervision eine M?glichkeit, andere Sichtweisen zu holen, sich Sorgen von der Seele zu reden und damit der "Einsamkeitsfalle Führungskraft" zu entkommen. Selbstverst?ndlich findet die Supervision von Führungskr?ften im oft strapazierten "Sesselkreis" statt. Das Setting entspricht in diesem Fall dem eines Einzelcoachings. Die Einzelsupervision garantiert auf dieses Weise Vertraulichkeit und die M?glichkeit, sich ganz auf die Themen der Führungskraft zu konzentrieren.

Not asking for help is a common leadership misstep, often rooted in the 4 fears of leadership: fear of appearing incompetent, foolish, vulnerable, or failing. These fears can hinder leaders from seeking the support they need, limiting their growth and the team's potential. Recognizing these fears as barriers to effective leadership is the first step toward overcoming them. Emphasizing collaboration, continuous learning, and leveraging collective wisdom is crucial. It's through embracing our interdependence, and fostering an environment where asking for assistance is seen as a strength, not a weakness, that we truly enhance our capabilities and resilience. Leaders must champion a culture where seeking help is encouraged.

Acredito que um outro ponto a considerar é que ao ser líder de um time, a gente vira um colaborador do time, mesmo tendo a palavra final nas decis?es, sendo guia para os integrantes do time e um escudo protetor para eles, temos que pensar que n?o é uma posi??o de autoridade ditatorial, deve existir trocas constantes entre o líder e os membros, ao ponto de a gente se tornar uma boa referencia para o time, ganhando assim a confian?a e o respeito na lideran?a que a gente oferece.

Often leaders overlooked what matters to their organisations and stakeholders. Rather, they based on their own competence and confidence to lead and management the works. Self confidence is built based when the leaders know what they leading is right and are being valued by their organisations and stakeholders.