Empowerment & confidence building
For many, self-confidence fluctuates depending on the context in which they are operating, the role they are playing and the responsibilities and accountabilities they have. In a culture of blame and a workplace plagued with mistrust and conflict, it's no surprise that this leads to erosion of the self-confidence of managers who previously were highly capable and effective. When the extent of eroded self-confidence is severe, managers and directors can find themselves no longer trusting their judgement and opt instead for inaction or delayed decision-making.
In his book, ‘The Seven Habits of Highly Effective People', Stephen Covey observed:
“An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success.”
An empowered organisation cannot be a reality, however, unless the people who direct, manage and work in that organisation feel empowered. Managers and directors need to feel confident about their roles, their ability to inspire their teams to even greater achievements and at the same time continue their own journey of personal growth and development.
It would be no surprise to many to learn that in several sectors, managers and directors of organisations - small and large - often lack confidence in their own abilities in the workplace. Indeed, for some managers and directors their confidence is highest away from the workplace - when they are with family and friends.
That’s when their confidence is at maximum, because they are operating in their comfort zone and according to their own terms - sometimes terms that are skilfully negotiated. They exude confidence, feel empowered to make decisions and are prepared to effectively handle any consequences of their decison-making, without fear of losing their role.