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Abstract: Self-confidence is an essential leadership trait that can be cultivated through intentional practices. This article explores four key strategies to strengthen self-assurance: mindfulness and self-compassion to calm the mind and foster self-kindness, embracing imperfection and viewing mistakes as growth opportunities, continuously developing competence through learning and challenge, and shifting focus outward towards helping others rather than inwardly ruminating on inadequacies. By committing to these pragmatic methods, individuals can build the adaptive mindset and behaviors that enable professional and personal fulfillment, particularly as organizations prioritize employee well-being and development.
Self-confidence is an essential leadership trait that can positively impact one's career, relationships, and quality of life. As organizations continue to prioritize employee well-being and development, cultivating self-assurance becomes an invaluable skill.
Today we will explore practical ways that leaders can strengthen inner self-belief through intrapersonal growth. By practicing mindfulness, embracing imperfection, building competence, and focusing outwardly rather than inwardly, individuals gain confidence that transfers effectively to professional settings. With commitment to small, steady progress in these areas, anyone can become their most self-assured self.
Defining Self-Confidence
Before delving into strategies, it is crucial to articulate what self-confidence entails. Psychologist Nathaniel Branden defined it as "the sense that one has the ability to think and cope with what life presents... the feeling of being capable of meeting life's challenges and being able to exercise control over one's life." Meanwhile, Anthony Robbins broke confidence down into two components: self-efficacy, which refers to believing in one's capabilities, and outcome expectancy, which is believing that exerting effort will yield favorable results. Together, these constructs paint self-confidence as an internal perception of control, competence and worthiness that fuels taking action and persisting through obstacles.
For the purposes of this paper, self-confidence will refer to an individual's mindset of believing in their abilities and judgments, valuing themselves, and feeling empowered over their experiences - all traits that aid professional and personal growth when cultivated intentionally. The following sections outline pragmatic methods for strengthening this adaptive mindset.
Practicing Mindfulness and Self-Compassion
Mindfulness is paying attention to the present moment in a purposeful, non-judgmental way. Taking brief mindfulness breaks throughout the day interrupts rumination and self-criticism, freeing up mental space for confidence-building thoughts instead. Mindfulness also nurtures self-kindness known as self-compassion - a recognition of our shared humanity that reduces harsh self-evaluation. Companies including Google, Target and General Mills have introduced mindfulness training programs to benefit employee well-being and performance.
Some ways to practice regularly include:
Taking 5 deep breaths while noticing bodily sensations upon waking up each morning
Drinking a cup of tea or coffee mindfully while focusing solely on sights, smells and tastes
Going for short mindfulness walks, focusing on physical sensations and surroundings
Using a meditation app like Calm for brief sessions throughout the day
These simple yet powerful habits calm the nervous system and replace feelings of anxiety or inadequacy with acceptance, an undoubted first step in gaining self-assurance. Pairing mindfulness with compassion for oneself dismantles inner critics and fosters self-belief.
Embracing Imperfection and Failure
Mistakes and shortcomings do not define us unless we allow them to. Framing mishaps positively as opportunities for growth, rather than threats to worthiness, cultivates resilience that bolsters confidence. Former Disney CEO Robert Iger reflected that risk-taking led to colossal failures but also Disney’s biggest successes - a growth mindset vital for any leader. Recognizing imperfection as part of the human experience reduces pressure for flawless performance and permission to learn from missteps.
Leaders can affirm this by:
Sharing their own failures transparently and lessons learned from them
Praising attempts, not just outcomes
Fostering psychological safety so others are willing to admit errors
Reframing "failure" as useful feedback or experiment outcomes
For example, Google celebrates "Googlegeist" which emphasizes experimentation and innovation over perfection. By embracing vulnerability, mistakes become confidence-building stepping stones rather than confidence-crushers.
Developing Competence through Learning and Challenge
There is no greater threat to self-assurance than feeling incompetent, yet no better builder of it than gaining abilities. Confidence comes from believing in one’s capacity, so increasing hard and soft skills strengthens this perception. Seeking stretch assignments and new responsibilities fits this goal. For instance, KPMG encourages employees to rotate roles every few years, exposing them to diverse challenges that nourish self-efficacy.
Some competence-boosting methods include:
Enrolling in an online course or seminar on topics outside one's comfort zone
Volunteering for projects to practice new techniques
Surrounding oneself with mentors and skills from various disciplines
Scheduling time each week solely for learning something new
Mastering fresh domains, even gradually, prompts feelings of capability. Additionally, embracing healthy difficulty by setting meaningful, progressive goals keeps a learning curve active. This fuels perceptions of control and potential for growth, cornerstones of an assured sense of self.
Outwardly Focused, Not Inwardly Fixated
Comparing oneself to others usually backfires for confidence, whereas concentrating outwardly inspires it. Internally ruminating on inadequacies is confidence's enemy, while focusing energy on a purpose greater than oneself or serving others liberates self-belief. Research shows prosocial behavior like volunteering elevates well-being more than materialistic pursuits.
Strategies for an outward mindset include:
Helping others without expectations of reciprocity
Expressing gratitude for people and privileges in life
Setting boundaries to avoid excessive self-criticism
Shifting conversations from the self to learning about others
Practicing acts of kindness without seeking acknowledgment
For leaders, cultivating this attitude cultivates understanding, connections and priorities beyond ego needs. Apple CEO Tim Cook credits outward focus with improving both life and results.10 Redirecting mental real estate from deficiencies to contributions redirects confidence in a positive manner.
Conclusion
Developing self-confidence takes regular, mindful effort but profoundly impacts personal and professional fulfillment. Through strengthening insight, embracing imperfection, increasing competencies and focusing outwardly, individuals gain belief in their worth and abilities. When fostered intentionally over time, these strategies nourish adaptive mindsets that transfer effectively to workplace settings. As organizations continue prioritizing employee well-being, self-assurance cultivation should be a core leadership competency to develop in oneself and others. With commitment to intrapersonal growth, anyone can enhance self-confidence through a growth mindset and servant leadership approach.
References
Branden, N. (1995). The six pillars of self-esteem. New York: Bantam Books.
Robbins, A. (2017). Money master the game: 7 simple steps to financial freedom. London, UK: Piatkus.
Kabat-Zinn, J. (1994). Wherever you go, there you are: Mindfulness meditation in everyday life. New York: Hyperion.
Neff, K. (2011). Self-compassion, self-esteem, and well-being. Social and Personality Psychology Compass, 5, 1-12. https://doi.org/10.1111/j.1751-9004.2010.00330.x
Schwartz, T. (2014, January 21). The business case for mindfulness. Harvard Business Review. https://hbr.org/2014/01/the-business-case-for-mindfulness
Nathanson, L. (2017, June 13). Robert Iger on risk taking, failure and Disney's biggest successes. Fast Company. https://www.fastcompany.com/40432072/robert-iger-on-risk-taking-failure-and-disneys-biggest-successes
Schwartz, T. (2015, February 12). Grow your company's innovation culture: Learn from Google. Harvard Business Review. https://hbr.org/2015/02/grow-your-companys-innovation-culture-learn-from-google
Williams-Grut, O. (2017, February 16). How KPMG gets people out of their comfort zones to deliver innovative solutions. Inc. https://www.inc.com/ollie-grutsch/how-kpmg-gets-people-out-of-their-comfort-zones-to-deliver-innovative-solutions.html
Aknin, L. B., Barrington-Leigh, C. P., Dunn, E. W., Helliwell, J. F., Burns, J., Biswas-Diener, R., ... Norton, M. I. (2013). Prosocial spending and well-being: Cross-cultural evidence for a psychological universal. Journal of Personality and Social Psychology, 104(4), 635–652. https://doi.org/10.1037/a0031578
Cook, T. (2016, June 15). Commencement address by Tim Cook - Georgetown University. Apple Newsroom. https://www.apple.com/newsroom/2016/06/commencement-address-by-tim-cook-georgetown-university
Additional Reading
Westover, J. H. (2024). Optimizing Organizations: Reinvention through People, Adapted Mindsets, and the Dynamics of Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.3
Westover, J. H. (2024). Reinventing Leadership: People-Centered Strategies for Empowering Organizational Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.4
Westover, J. H. (2024). Cultivating Engagement: Mastering Inclusive Leadership, Culture Change, and Data-Informed Decision Making. HCI Academic Press. doi.org/10.70175/hclpress.2024.5
Westover, J. H. (2024). Energizing Innovation: Inspiring Peak Performance through Talent, Culture, and Growth. HCI Academic Press. doi.org/10.70175/hclpress.2024.6
Westover, J. H. (2024). Championing Performance: Aligning Organizational and Employee Trust, Purpose, and Well-Being. HCI Academic Press. doi.org/10.70175/hclpress.2024.7
Citation: Westover, J. H. (2024). Workforce Evolution: Strategies for Adapting to Changing Human Capital Needs. HCI Academic Press. doi.org/10.70175/hclpress.2024.8
Westover, J. H. (2024). Navigating Change: Keys to Organizational Agility, Innovation, and Impact. HCI Academic Press. doi.org/10.70175/hclpress.2024.11
Westover, J. H. (2024). Inspiring Purpose: Leading People and Unlocking Human Capacity in the Workplace. HCI Academic Press. doi.org/10.70175/hclpress.2024.12
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Developing Self-Confidence Through Intrapersonal Leadership. Human Capital Leadership Review, 16(1). doi.org/10.70175/hclreview.2020.16.1.7
