Overconfidence provides courage to begin, but blocks effective leadership.
If overconfident leaders were half as talented as they believed, they would be twice as successful as they are.
You might begin with overconfidence, but leadership is sustained by confidence in others.
It’s important for you to believe in yourself. It’s even more important, from a leadership perspective, for you to believe in others.
Successful leaders learn how to have confidence in others.
Everything that depends on you, dies with you.
5 questions that release the power of humble leadership:
- Who is helping you succeed?
- What are they doing?
- How are you honoring them?
- How might you energize, engage, and enhance them?
- How might you get out of their way?
Humility sustains leadership; arrogance limits it.
Stop complaining about ineffective team members. They aren’t the problem. You are.
4 options with poor performers:
- Develop them.
- Reassign them.
- Accept them.
- Remove them.
Regardless of which option you choose, success depends on the people on your team.
Complaining about poor performers is an arrogant leader’s way of covering their butt and protecting their ego.
Complaining-leaders need a good dose of accountability and responsibility. In short, if you aren’t confident in the people around you, it’s time for you to eat humble pie.
Over-confident leaders find it nearly impossible to take responsibility for poor performers. You might protest, “But, I didn’t hire them.” So what? You have them now and you’re the leader. (See the four options listed above.)
Humble leaders learn that success is about confidence in others.
How might leaders build relationships and create environments that demonstrate confidence in others?