Confidence
How Winning Streaks and Losing Streaks Begin and End
Editorial Review
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.
Book Reviews
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Wisdom to Share
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.
Books by the same Author
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
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