Leaders Must Manage Their Inner Critics

Emotional contagion is a common phenomenon where people catch and mirror the emotions of those around them. A leader’s emotions are particularly contagious, as their team is instinctively watching and reading their signals. When a leader approaches challenges with confidence, their team picks up on that belief, but when they’re consumed by doubt, the team catches that too.

Confidence can ebb and flow, and often, confidence saboteurs are behind the dips, sparking doubt in oneself and, if left unexamined, spreading doubt in the team. One such saboteur is the inner critic, a voice of doubt in one’s head that tells them they’re not good enough or that their ideas make no sense.

When a leader narrates their inner critic’s commentary out loud, they invite team members to doubt them, which can undermine the team’s confidence. To counter this, gaining distance from the inner critic’s voice can help lessen its power. Naming the inner critic is a simple way to separate it from one’s identity.

Confidence-Sapping Habits

Another confidence saboteur is comparisonitis, the habit of constantly comparing oneself to others and coming up short. When a leader makes ‘they are better than us’ comparisons, it saps the team’s confidence by focusing on gaps and deficits. Reframing comparisons as opportunities to learn can help turn them into inspiring experiences rather than dispiriting ones.

Read Also: Logistics firm warns rates changes may stall SMEs

FOPO, or fear of people’s opinions, is a fear of being judged that leads to stepping back from opportunities and avoiding disagreement. This fear can spread when a leader invests too much energy in worrying about what others think, particularly those more senior. One antidote to FOPO is CAPO, or caring about people’s opinions without fearing their judgment.

A leader’s self-trust can also take a dip when their thoughts get stuck in a loop, worrying about the past or imagining all the ways a future event will go badly. This can spread to the team, transmitting anxiety and encouraging a habit of overly critical evaluation. Mindfulness activities, such as noticing and gently bringing attention back to the present, can help counter overthinking.

Other confidence saboteurs include having an unreasonable expectation of oneself, which sets up a confidence-crushing gap between what one delivers and the impossible bar of perfection. This can lead to projecting an expectation of perfection onto others, inevitably resulting in disappointment. To counter this, getting clear on what ‘good enough’ delivery looks like can help.

The fear of failure is another saboteur, causing leaders to shy away from committing to stretching team goals. However, this fear can deprive team members of the opportunity to grow their confidence as they learn more about what they’re capable of. The Constructive Pessimism tool, which involves imagining the worst-case scenario and asking if it’s possible to survive it, can help subdue this fear.

Read Also: Wasserman’s Steady Growth Strategy Transforms Sports Industry

Contagious confidence starts with the leader, and leaving one’s own confidence saboteurs unexamined can create a contagion of self-doubt in the team. As a leader, it’s part of their responsibility to be continually curious about their own confidence and experiment with ways to tackle their saboteurs. By recognizing and addressing these saboteurs, leaders can build their confidence and create a positive, supportive team environment.

Addressing Confidence Saboteurs

By acknowledging and addressing confidence saboteurs, leaders can take the first step towards building a more confident and effective team. This process requires self-awareness, reflection, and a willingness to experiment with new approaches.

The inner critic can be a significant confidence saboteur, and leaders can gain distance from its voice by naming it and recognizing its negative impact.

Building Confidence

Building confidence is an ongoing process that requires continuous effort and attention. Leaders can prioritize confidence-building by experimenting with new approaches and strategies to tackle their saboteurs. By doing so, they can create a more positive and supportive team environment, leading to increased confidence and performance among team members.