Confidence

1. Confidence is the bridge between expectations and performance

Confidence consists of positive expectations for favorable outcomes.

The power of confidence. Confidence shapes the willingness to invest time, resources, and effort into endeavors. It influences how boldly we act and how persistently we pursue goals. In organizations, confidence determines whether steps taken are tentative or ambitious.

Components of confidence:

• Self-confidence: Positive expectations about one's own abilities
• Confidence in others: Trust in teammates and colleagues
• Confidence in the system: Faith in organizational structures and processes
• External confidence: Support from investors, customers, and the public

Confidence is not blind optimism, but rather a "sweet spot" between arrogance and despair. It requires a realistic assessment of strengths and weaknesses, combined with the belief that effort can lead to improvement and success.

2. Winning streaks create a positive cycle of confidence at multiple levels

Winning creates a positive aura around everything, a "halo" effect that encourages positive team behavior that makes further wins more likely.

The virtuous cycle of winning. Success breeds further success by boosting confidence at multiple levels. As teams or organizations accumulate wins, they attract better talent, more resources, and greater support from stakeholders. This creates a self-reinforcing cycle of positive expectations and improved performance.

Key elements of winning streaks:

• Positive emotional climate with high expectations
• Strong teamwork and mutual support
• Effective organizational systems and routines
• Growing external network of supporters

Winning teams develop a culture of accountability, collaboration, and initiative. They embrace challenges, learn from setbacks, and continually seek improvement. This mindset allows them to maintain momentum even when faced with obstacles.

3. Losing streaks erode confidence and create self-perpetuating cycles of decline

Decline generally does not stem from a single factor, but from an accumulation of decisions, actions, and commitments that become entangled in self-perpetuating system dynamics.

The vicious cycle of losing. Failure breeds further failure by eroding confidence at multiple levels. As losses accumulate, teams or organizations struggle to attract talent and resources. Negative expectations become self-fulfilling prophecies, creating a downward spiral.

Characteristics of losing streaks:

• Decreased communication and increased blame
• Isolation and internal rivalries
• Loss of initiative and diminished aspirations
• Erosion of external support and investment

Losing organizations often fall into "doom loops" where responses to problems make the situation worse. They may resort to quick fixes that undermine long-term strategy or become paralyzed by fear of failure. Breaking out of these cycles requires a deliberate effort to rebuild confidence.

4. Turnarounds begin with restoring accountability and facing facts

Accountability is the first cornerstone of confidence, a pillar of winning streaks.

Facing reality. Turnarounds must start with an honest assessment of the current situation. Leaders need to create an environment where people feel safe to discuss problems openly and take responsibility for their actions. This requires courage to admit mistakes and confront uncomfortable truths.

Key elements of restoring accountability:

• Encouraging open dialogue and straight talk
• Setting clear expectations and performance standards
• Making information transparent and accessible
• Implementing fair systems for feedback and evaluation

Effective turnaround leaders, like Jim Kilts at Gillette, establish a culture where "a promise made is a promise kept." They model accountability in their own behavior and create mechanisms to reinforce it throughout the organization. This builds credibility and lays the foundation for renewed confidence.

5. Cultivating collaboration is essential for rebuilding team confidence

Chemistry—confidence in one another—builds one win at a time: game by game, project by project, flight by flight.

The power of teamwork. Collaboration allows organizations to harness the full potential of their people. By fostering mutual respect and open communication, leaders can create an environment where individuals feel connected and committed to shared goals.

Strategies for cultivating collaboration:

• Structuring opportunities for cross-functional dialogue
• Defining collective goals and shared definitions of success
• Reinforcing respect and inclusion for all team members
• Celebrating team achievements and shared victories

Successful turnarounds, like those at Seagate and Continental Airlines, prioritize breaking down silos and building strong team dynamics. This allows organizations to solve complex problems more effectively and respond quickly to challenges.

6. Inspiring initiative and innovation empowers people to take action

Confidence is enhanced when it is clear that people are empowered to take action, to solve problems, to voice their ideas, to create innovations.

Unleashing potential. When people feel empowered to take initiative, they become more engaged and invested in the organization's success. This creates a culture of continuous improvement and innovation.

Ways to encourage initiative:

• Opening channels for new ideas from all levels
• Treating frontline workers as experts in their domains
• Encouraging small wins and grassroots innovations
• Providing resources and support for promising initiatives

Leaders like Greg Dyke at the BBC and Nelson Mandela in South Africa demonstrated how empowering people to take initiative can transform entire organizations and even nations. By trusting people and giving them the tools to succeed, they unlocked tremendous potential for positive change.

7. Leaders deliver confidence through consistent messages, modeling, and mechanisms

Leadership is not about the leader, it is about how he or she builds the confidence of everyone else.

The leader's role. Effective leaders consistently reinforce the cornerstones of confidence through their words, actions, and the systems they put in place. They create an environment where people feel valued, supported, and challenged to grow.

Three key aspects of leadership:

• Espousing: Articulating clear standards, values, and visions
• Exemplifying: Modeling desired behaviors and attitudes
• Establishing: Creating formal mechanisms to support confidence

Leaders must deliver confidence at every level: self-confidence, confidence in others, confidence in the system, and external confidence. This requires a combination of inspirational messages, personal example, and concrete actions that demonstrate commitment to shared goals.

8. External stakeholder confidence is crucial for sustaining success

External confidence rests on more than the mere fact of winning. Confidence is based in part on how results are achieved, because that provides signs and signals about the likelihood of success in the future.

Building trust. Organizations must cultivate and maintain the confidence of external stakeholders to sustain long-term success. This includes investors, customers, partners, and the broader community.

Keys to external confidence:

• Demonstrating accountability and transparency
• Delivering consistent results and meeting commitments
• Collaborating effectively with partners and stakeholders
• Taking proactive steps to address challenges and opportunities

Leaders must balance internal and external expectations, ensuring that short-term wins don't come at the expense of long-term sustainability. By consistently delivering value and demonstrating responsible leadership, organizations can build a strong foundation of external support that fuels ongoing success.

Last updated: August 21, 2024