Finding confidence at work can sometimes feel like balancing on a tightrope. If you have too much confidence, others will call you aggressive. If you give too little, others will undervalue and ignore you. Gaining confidence is essential while thinking about jobs, advancement, and salary increases. Success is paved with its mastery.
According to research, last year’s most likely candidates for promotions were individuals with high levels of extroversion. An Encompass Equality study found that over 75% of women are afraid to speak up at work. Further research revealed that employees who identify as Black or Hispanic have a higher likelihood of experiencing a lack of confidence in their abilities at work. In particular, 20% of Black employees and 17% of Hispanic employees say they are “not confident at all” or “not too confident.”
When one takes into account differences in job accomplishment, these figures become even more concerning. Just 16% of “racial minorities” hold C-suite roles in Fortune 100 businesses, according to a Stanford Corporate Governance Research Initiative study.
Being confident takes work
Entrepreneur and executive coach Martina Doherty works in both fields. According to her, confidence is more of a “mental or emotional state than a trait or characteristic.” This implies that confidence may change. “Depending on how much and when you use it, it will expand or contract,” she says, drawing a comparison between it and a muscle.
She advises concentrating on pushing your comfort zone through skilled practice and suggests repetition as a way to gain confidence in trying new things. You will feel completely different from the first time around after making ten presentations of something. Martina refers to this as the “virtuous circle,” in which you gain the confidence to attempt new things after a great deal of practice and improvement. She cautions that, similar to wasting muscle, confidence can be lost again if you don’t commit to practicing and developing it.
Building confidence is a journey, according to Emma Donovan, Co-Founder of Dapper. “You can work towards acquiring more confidence in an authentic way; it’s not something you have or don’t have,” she says, explaining that everyone falls somewhere on a sliding spectrum.
She suggests being deliberate about your personal brand to increase confidence. This includes everything, including your meeting presentation and LinkedIn profile. She inquires about your perception as an inquisitive, problem-solving, and reliable force in the industry and challenges you to consider how you can be. You may make daily progress on this route by making the most of every encounter, every accomplishment, and every image you project to your peers and coworkers.
Changes are possible in the system
Within the LSEG Equities Trading division, Sabina Liu oversees partnerships with banks and brokers in the UK and APAC. She adds that navigating a journey is another way that she views confidence, and that journey frequently takes place inside a “system.” She draws attention to the ways that changes in the system can impact your advancement.
In addition to managing clients from various cultural backgrounds, she has lived in both the East and the West. According to her, people may feel less confidence due to specific cultural conventions and communication techniques. “What are my strengths in this system, and how can I improve myself, without compromising my values?” was the question she posed to herself on her abilities and the value she brings.
You may more fully own your actions and, hence, feel more secure by explaining the difficulty. She also feels that everyone can contribute to making the system inclusive of individuals from all backgrounds.
Being a minority in a room presents obstacles, which is where the idea of adjusting to the system comes into play. Being the lone woman of color has its advantages, but it also presents difficulties, according to Ama Ocansey, UK Head of Diversity and Inclusion at BNP Paribas.
Ama puts into words how hard it may be to be confident in places where you occasionally feel like an outsider.
She underlines that people are more inclined to stand by and support you when they recognize themselves in you. Ama exhorts everyone in the office to be a better ally and listen to views from a variety of perspectives, not just the most audible one. According to her, team leaders must support each member by establishing psychologically secure environments that welcome disagreement and challenge. This promotes diversity of ideas and boosts confidence.
Support and excellent supervisors
Many insecure people are made to feel that they are the cause of the issue and that they are the only ones who can solve it. A wonderful setting frequently helps people become more confident.
Ilaria Sangalli is a strong supporter of the community and serves as the Index Product Management and Co-Founder of the Women’s Network, UK Chapter at STOXX. She discusses getting past imposter syndrome. When she first “diagnosed herself” with it, she let it confine her because she believed it to be a sickness. She put a lot of effort into overcoming this thinking. Ilaria stresses the value of communities, networks, mentors, and self-believing individuals in fostering personal development. She was able to acknowledge her accomplishments and realize her success since her management supported her request for a promotion.
The founder and CEO of Warpaint Consulting, Genevieve Dozier, is a fintech expert and a fervent supporter of allyship in fostering confidence. Her confidence was much boosted when she gave an example of a time when she stood up for someone else in a meeting. Prioritizing self-defense and upholding moral principles was the first step towards advocating for others. “Particularly when they hadn’t developed the self-assurance to speak up yet,” she clarified. By doing this, you hold others accountable for their behavior and draw their attention to significant issues. People are more likely to feel safe trying to get better if psychological safety standards are raised.
When it comes to encouraging the psychological safety required for people to speak up, managers can take a more proactive approach. Says Callum Akehurst-Ryan, Staff Quality Engineer at ArtLogic, “I pulled myself up by my bootstraps, why don’t you?” It’s time for managers to stop saying that. He makes a point of saying that those with privilege and power should be aware of the extreme hardship minorities endure.
According to Callum, the managerial structure found in many companies frequently subjects employees to supervisors “who may not approve of them.” That can have a disastrous effect on someone’s confidence. Callum has had to show courage and lead by example for others. He has challenged prejudice, advanced novel ideas, and shown resilience in the face of multiple defeats.
Many others have been encouraged to embark on their own journeys with confidence by him sharing his experiences.
Businesses have an obligation to their employees to create cultures that support and value every kind of personality. It is crucial to empower people by providing them with the resources and chances they need to thrive and gain confidence. Different personalities, traits, and communication styles coexist in great businesses. Your success greatly depends on your level of confidence in your ability to contribute.
(Tashia Bernardus)