Confidence is a good thing. It's an appealing and useful quality and can contribute to personal and business success. However, overconfidence can be problematic and counter-productive. There's a fine line which should be recognized and not crossed.
Personal Confidence
Having personal confidence in yourself and your abilities can help you in your career. Employers, co-workers and customers are reassured by someone who appears to know what they are doing and has confidence in their ability to get the job done. Confidence is Contagious. Even if you're "bluffing" the reaction of those who interact with you will be influenced by your actions and attitudes. A lack of confidence will cause you and those around you to have doubts about your abilities and performance. These are normal human reactions.
Think about the last time you took a commercial airline flight. Was the pilot confident and reassuring? Of course! If the pilot expressed tentative attitudes, doubt, uncertainty and confusion, your own confidence in the outcome of the flight might be shaken. You might even be inclined to disembark prior to departure. Flying is stressful enough without the added burden of uncertainty. A successful flying experience is therefore to some extent based on a perception of confidence. Confidence that the hardware, systems and personnel involved will perform optimally, and that the outcome will be positive; that you will arrive at your intended destination safe and sound, and ideally, on time.
Overconfidence
If confidence is so good, then why wouldn't an abundance be better? Well, an abundance of confidence is fine but excessive confidence is not. There can be too much of a good thing. Confidence depends on a realistic, objective assessment of the individual's ability to perform. An overconfident employee is either dishonest or has flawed judgment. Either way it's a problem. Overconfidence can result in lapses, mistakes and delays. Misplaced confidence leads to mistrust. If in a transaction the performer expresses his ability to fulfill requirements and expectations, but cannot, the recipient of the inadequate and/or misrepresented services will be disappointed and dissatisfied. The under-performer may also experience ineptness or guilt.
It's easy to be fooled by those who over-promise and under-deliver. Although sometimes it is unavoidable, honest, and unintentional, other occasions are deceptive.
An Accurate Assessment
The solution to the problem of overconfidence lies in an accurate assessment. Accurate by both the employee and the boss. Perceptions of capacity and abilities must coincide with actual qualities in these areas. It is preferable to be conservative, but realistic. Look at preparation, credentials, education, but more importantly, prior performance. Evidence of ability through past performance is the best indicator that confidence is warranted. Confidence can, and should be, built and increased over time, with experience, performance, and success. Be realistic in your own assessment of self-confidence and your confidence in others. Sometimes what appears to be overconfidence is really not. The problem arises when real overconfidence isn't recognized, challenged and corrected.
Copyright © 2011, Dr. Ben A. Carlsen, MBA. All Rights Reserved Worldwide for all Media. You may reprint this article in your ezine, newsletter, newspaper, magazine, website, etc. as long as you leave all of the links active, do not edit the article in any way, leave my name and bio box intact, and you follow all of the EzineArticles Terms of Service for Publishers.
Personal Confidence
Having personal confidence in yourself and your abilities can help you in your career. Employers, co-workers and customers are reassured by someone who appears to know what they are doing and has confidence in their ability to get the job done. Confidence is Contagious. Even if you're "bluffing" the reaction of those who interact with you will be influenced by your actions and attitudes. A lack of confidence will cause you and those around you to have doubts about your abilities and performance. These are normal human reactions.
Think about the last time you took a commercial airline flight. Was the pilot confident and reassuring? Of course! If the pilot expressed tentative attitudes, doubt, uncertainty and confusion, your own confidence in the outcome of the flight might be shaken. You might even be inclined to disembark prior to departure. Flying is stressful enough without the added burden of uncertainty. A successful flying experience is therefore to some extent based on a perception of confidence. Confidence that the hardware, systems and personnel involved will perform optimally, and that the outcome will be positive; that you will arrive at your intended destination safe and sound, and ideally, on time.
Overconfidence
If confidence is so good, then why wouldn't an abundance be better? Well, an abundance of confidence is fine but excessive confidence is not. There can be too much of a good thing. Confidence depends on a realistic, objective assessment of the individual's ability to perform. An overconfident employee is either dishonest or has flawed judgment. Either way it's a problem. Overconfidence can result in lapses, mistakes and delays. Misplaced confidence leads to mistrust. If in a transaction the performer expresses his ability to fulfill requirements and expectations, but cannot, the recipient of the inadequate and/or misrepresented services will be disappointed and dissatisfied. The under-performer may also experience ineptness or guilt.
It's easy to be fooled by those who over-promise and under-deliver. Although sometimes it is unavoidable, honest, and unintentional, other occasions are deceptive.
An Accurate Assessment
The solution to the problem of overconfidence lies in an accurate assessment. Accurate by both the employee and the boss. Perceptions of capacity and abilities must coincide with actual qualities in these areas. It is preferable to be conservative, but realistic. Look at preparation, credentials, education, but more importantly, prior performance. Evidence of ability through past performance is the best indicator that confidence is warranted. Confidence can, and should be, built and increased over time, with experience, performance, and success. Be realistic in your own assessment of self-confidence and your confidence in others. Sometimes what appears to be overconfidence is really not. The problem arises when real overconfidence isn't recognized, challenged and corrected.
Copyright © 2011, Dr. Ben A. Carlsen, MBA. All Rights Reserved Worldwide for all Media. You may reprint this article in your ezine, newsletter, newspaper, magazine, website, etc. as long as you leave all of the links active, do not edit the article in any way, leave my name and bio box intact, and you follow all of the EzineArticles Terms of Service for Publishers.
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