Confidence is the bridge connecting expectations and performance, investment and results. Sometimes it seems as if there are only two states of being: Boom or Bust. When things are up, it feels as if they will always be up. People come to believe they can succeed at anything they try; companies proffer grand visions of innovative futures; and investment is easy to attract. When things are down, it seems as if they will always be down. That's how depressed people feel; that's why recession-dominated economies find recovery elusive; that's why teams or business can stay in decade-long slumps. Any company, any group, any person can be swept along by one of these fortunate or unfortunate cycles. What causes them to rise or to fall is often a matter of confidence. Confidence helps people take control of circumstances rather than be dragged along by them.
"Kanter, a professor at the Harvard Business School and author of numerous books (includingMen and Women of the Corporation), delivers valuable insights on the importance of confidence to success and on how organizations can create practices that build that much needed asset." Publisher Weekly
"'Confidence isn't optimism or pessimism, and it's not a character attribute,' said Ms. Kanter, 61. 'It's the expectation of a positive outcome.' As Ms. Kanter sees it, talent, intelligence and knowledge are nice, but confidence is essential. Not arrogance or conceit, mind you: those traits lead people to be complacent, or to overshoot. But she believes that someone with confidence, defined as a belief that persistence and hard work will yield results, will win out most every time over equally talented but insecure people." New York Times
"Building organizational confidence, especially in turnaround situations where organizations have been on losing streaks, is the work of leaders. Leaders must instill confidence by combining short-term "bold strokes" to quickly mobilize the organization, with initiating a "long march" that changes systems and habits. Leaders must start by building credibility and confidence in the organization through small wins. This can occur by fixing the work environment that people see every day and investing in people even prior to the achievement of results." Harvard Business School
"Because of confidence people put in the effort. They invest financial and other resources. Instead of giving up, they stay in the game longer and, therefore, have more chances to succeed. But it’s not necessarily rooted in people’s character.Some people may be more likely to develop confidence than others, but it’s definitely a response to specific situations." Management Consulting News
If you picked up this book because you want to increase your confidence, you are not alone. Millions of people have low confidence and most of them worry about it, not least because it's incredibly hard to simply boost. our confidence at will, as you've no doubt realized by now. We've
Confronting Reality will change the way you think about and run your business. It is the first book that shows how to connect the big picture of the new era of business with the nitty-gritty of what to do about it. Through a completely new way to understand and use the
If you have been charged with leading a change initiative, chances are you were chosen for the job—that is, you didn’t volunteer, but rather were tapped to lead or manage a large change project. You may have been given a short briefing and left to your own devices to succeed or
How to enrich your life and destroy doubt in 5 seconds. Throughout your life, you've had parents, coaches, teachers, friends and mentors who have pushed you to be better than your excuses and bigger than your fears. What if the secret to having the confidence and courage to enrich your life
The highly successful people have a kind of ferocious determination that plays out in two ways. First, they are resilient and hard working. Second, they know what they want. They not only have determination, but they also have direction. It's this combination of passion and perseverance that made high achievers special.
When you hear the word “creativity,” what do you think of next? You may equate “creative” with “artistic.” You may believe that architects and designers are paid to be creative thinkers, but CEOs, lawyers, and doctors are not. Or you may feel that being creative is a fixed trait, either you’re
Although personal traits are important in making successful leaders, it is the know-how that separates those who build long-term values from those who hit short-term targets. Personal characteristics do not guarantee sound judgment or realistic vision, and their values are greatly diminished without the know-hows that could be learned and developed
While vulnerability is the birthplace of many of the fulfilling experiences we long for—love, belonging, joy, creativity, and trust, to name a few—the process of regaining our emotional footing in the midst of struggle is where our courage is tested and our values are forged. Rising strong after a fall is
Knowing that what's underneath will help you rise to victory, and this is the essence of confidence.
The only good thing about losing is that it sounds an alarm bell. If people hear the wake-up call and heed it, losing can shake them out of complacency and into action, the way a mild heart attack might propel someone to diet and exercise, or a financial setback might trigger security of taken-for-granted assumptions about the business.
Start with small wins, things that people can control. Let them taste victory, and further victory will be in their sights.
Make initiative possible and desirable. Awaken enterprise by opening real opportunities to contribute new ideas. Seek them, fund them, praise them, and provide a support system.
Accountability is the first cornerstone of confidence. When accountability crumbles, or people cover up their own mistakes or find an enemy to blame, winning streaks end.
Self-direction is supposedly a basic human desire, but under some circumstances it can wither with neglect.
Signs of failure cause people to dislike and avoid one another, hide information and disclaim responsibility.
Sometimes winners enjoy the benefits of their advantages, such as a network of devoted fans, a climate of emotional exuberance, and the behavior and disciplines that ultimately produce high performance.
Arrogance makes people lose sight of reality as they fly high in their fantasies, and when they are no longer grounded, they are tempted to panic at the first signs of trouble.
When people can rely on themselves and one another to be accountable, to collaborate, and to take initiative, they can perform extraordinary feats. These lessons are relevant for leading teams, businesses, countries, and life.
To shift a cycle from decline to success, leaders must restore people's confidence in the system, in the organization, in the group, and in themselves.
The fundamental task of leaders is to develop confidence in advance of victory, in order to attract the investments that make victory possible.
People who believe they are likely to win are also likely to put in the extra effort at difficult moments to insure that victory. On the way down, failure feeds on itself.
Winning makes it easier to attract the best talent, the most loyal fans, and the biggest revenues to reinvest in perpetuating victory.
When things are down, it seems as if they will always be down. That's how depressed people feel; that's why recession-dominated economies find recovery elusive; that's why teams or business can stay in decade-long slumps.
In 1983, Dr. Rosabeth Moss Kanterwrote The Change Masters, a practical book which had a major impact on the conduct of American business and management.Sheargued that American business was facing an unfavorable economic and social environment and in dire need of an American corporate Renaissance. In executive suites throughout America, The Change