Why confidence still matters for senior leaders

In your professional life, as you have come up the ranks or aspire to do so, what sets the best senior professionals or business leaders apart from the others? Is it the accountant, the lawyer, the IT specialist? Is it the one who runs the organisation – the leader?

Imagine for a moment: who inspires you, and why?

In one of my coaching sessions with a very polished equity partner, a word came up that you may assume would not even enter the vocabulary of a C-suite executive. The word was “confidence”, and he was using it in reference to himself questioning it.

I've long learned not to assume that confidence automatically comes with seniority. It doesn't.

Confidence doesn't stop being important

Senior executives face new challenges and responsibilities, new client pitches and new targets. Facing something important that really matters can lead you to want to be, and do, the very best you can.

In many instances, however, this can also lead to feelings of potentially being “not good enough”.

The word “confidence” didn't arise immediately. Rather, it emerged as I challenged this partner on what was getting in the way, directly or indirectly.

When things get in the way of the outcomes you want, they often lead to unhelpful behaviours such as avoidance, procrastination, poor planning, bias, choosing the wrong team members, lack of clarity and focus, indecision or poor decision-making.

You may have a plan, a strategy and a deadline. Understanding why confidence can be affected at any stage of your career can make a real difference.

The pressure of leadership

Senior professionals who are willing to take active steps to understand themselves better excel. They unlock more of their potential more quickly, and coaching is just one methodology that supports this awareness with tools to build confidence and encourage action.

Senior professionals are typically expected to have the answers, to remain focused and to be confident in everything they do. Yet many CEOs and senior leaders describe leadership as a lonely experience and feel they need to suppress their emotions at work.

Senior professionals may also absorb the expectation that they should know it all. They often don't want to be seen as unqualified, incapable, vulnerable or unsuitable for the privileged roles they hold.

The pressure, therefore, comes from both within and around them.

Building resilience

One outcome of this is increased stress, while difficult emotions such as fear or anger may remain unmanaged. You only have to think back to an experience with an angry person to recognise that something wasn't right.

As I have said many times, some stress can be helpful. It helps us get things done. However, developing greater awareness of stress, and understanding the impact it has on our thoughts and behaviour, can make potentially stressful situations much easier to manage.

This client is just one senior professional who mentioned the word “confidence”. It's important to accept that, as human beings, we are not perfect.

Whether you are a manager moving into a director role, a senior associate becoming a partner or someone launching a new business, we all experience vulnerability.

These promotions and new ventures are exciting, but they can also bring stress as we strive to do a good job.

There are great leaders and partners, but none are immune to new pressures. You may initially feel excited about a promotion before wondering how you'll fit into the senior team or how you'll measure up.

Largely, people simply don't want to look stupid.

Understanding yourself helps you excel

What is possible is to open up your mind and explore where any sense of fear, stress or lack is coming from. You'll know those mental or physical sensations that surface and that you instinctively try to resist.

Even as adults, we all experience these emotions at some point.

It's not always necessary to dwell on where they came from, but exploring them can help you understand your current approach to stress and emotional management, while building practical steps that strengthen resilience, confidence, motivation, communication and productive behaviours.

Ultimately, it helps you excel.

It also leads to better performance, stronger communication, improved relationships and higher morale for both you and your team.

The next time you notice that quiet voice questioning your confidence, stop and pause. Consider what it might be telling you and take time to listen.

If you'd like support in exploring those thoughts and developing a strategy to strengthen your confidence and resilience, consider speaking with a professional coach.