How to walk the line between confident and arrogant

    Ask most people what traits make for great leaders, and self-confidence would almost certainly be near the top. The best managers not only act decisively but draw on their confidence to support—and challenge—team members. These managers also instill confidence in their people—a near-impossible task if they don’t model confidence themselves.

    But there’s a fine line between self-confidence and overconfidence. Here are four questions from The Wall Street Journal to ask yourself to make sure cockiness isn’t interfering with your—and your team’s—performance.  

    1. How much time do I really spend listening? During team meetings try to make sure that you aren’t doing most of the talking, which can shut down other’s ideas.
    2. Do I originate most of the ideas? When leaders verge into arrogance, team members often react by going silent. They don’t bother to put out new ideas or challenge their boss because they fear it will fall upon deaf ears or even earn them a negative response. 
    3. Do I often feel like I’m the smartest person in the room? An overconfident manager can be so convinced of their own righteousness that they dismiss clear obstacles to their present course of action, play down risks and ignore or explain away inconvenient facts.
    4. Do I think of myself as indispensable to my business’s success? Overconfident people tend to believe their business or team can’t succeed without them. This attitude can leave team members feeling ignored and devalued. Over time, the most talented among them leave.

    Read the full story for more information about how to counteract overconfident behaviors as a manager to ensure the success of your team.


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