Confidence remains
one of the most popular, focused on and discussed wiords in a manager’s
dictionary, be it routine chats in teams, or be it hiring, or be it routine /
strategic / tactical decisions or steps in managing. It becomes a fundamental,
core parameter at most times. While it is
indeed vitally important, it is more often than not misunderstood, or its
relative importance overstated , or misunderstood, leading to actual real-world
problems…
CONFIDENCE – OR COMPETENCIES?
I have a different
take... Confidence is linked to the end-result; and is thus a product, not a determinant in itself. I prefer focus not
on being confident - I find that a distraction - but on the Process. The moment
I focus on the process, and de-link everything else, and decide to give it my
best shot - I am in comfort zone; even if I fail. Focussing on the process perforce requires me to break each task into
into constituent elements; executing each element with max focus brings
satisfaction; and - if my knowledge is
sub-par, it automatically ensures I upgrade skills... Confidence becomes
irrelevant in this approach
METAMORPHOSIS OF CONFIDENCE
In fact, I have
experienced Confidence very rapidly metamorphoses into either over-confidence,
or dejection... or worse still, arrogance. Each of these have defined downsides
in teams, leading to crises, conflict – or productivity losses. And thus confidence
is a massive misnomer, borne out of Western Philosophical and Psychological
systems... if focused on without a deep understanding of all its elements. In
hiring, I never look for confidence. I look for dedication, ability, task
orientation, process-orientation, integrity, unimpeachable honesty. If these
are there, confidence is irrelevant. Confidence is itself a product of a set of
circumstances...
It is is thus rather
a risky choice to take, and has defined downsides if one chooses to focus on it
in Business Realm. It cannot be controlled unless there is strong, dedicated
and grounded mind in charge... this is the exception than the norm. Thus, I
choose to, again, forget Confidence in totality, and look at its
constituents... Looking for Confidence,
or gunning for confidence is a Dangerous path. Human weaknesses lead to Over
Confidence. And an unsustainable, temporary state of mind. Orientation along
solid ground of process is far more sustainable, balanced with superior results
IN EMPLOYEES
If an employee gets
either arrogant, or over-confident – problems are a foregone conclusion in
the tasks entrusted to such individuals. Thus, if a managers sees
signs of confidence in a team member – it
would recommended to do a rough competency check along the task-requisites, and
check if the team member possess the needed competency-set to handle the task. It
is hard to distinguish between arrogance and confidence in 60% of the cases, in
my opinion.
In fact, worse
still – the external confidence may also
stem from a deep competency in “managing” the system, taking short-cuts and
bending rules – which might even wreck the task entrusted to the person. In such
scenarios, typically in changing uncertain environments, such employees can
wreck havoc gaming the system, building self while the core task remains
undone, or partially done. This is basis a real story, when a competent
employee {in the old systems} mis-interpreted intentions, and brought the
organizational change to a halt – a high-revenue territory. He was
confident – arrogant, and a “gamer.”
IN HIRING
In Hiring, It is often
said that when there are two candidates with equal potential, one can look for
confidence: however, Equal potential doesnt exist... I would go for the one, as
stated above, candidate with dedication, ability, task orientation,
process-orientation, integrity, unimpeachable honesty. How can he have
confidence if he isnt in my company? No task is the same - even in same
industry. At best, I can have confidence in what I have delivered, or in my
abilities / skills; or my flexibility, adaptability that will enable me to
deliver in new environments…
In fact, a
confident candidate should be a HUGE warning sign. What is the person so
confident of? Without achievement in the new culture, environment, people? Such candidates bring in their alien corporate
cultural, assumptions from other organisations, workstyles and more... wrecking
the prevalent culture... thus, I dont want confidence. Give me people willing
to learn, give their all with honesty. The question that arises is how can you
establish dedication, honesty, process-orientation etc? In my humble opinion, Can
be done with detailed smart question,s background checking and instinct; if you
have the domain expertise and solid ground connect. AC Cabin types wont, but the grounded people can judge 7 out 10
times. And a 70% success rate in people
matters is very respectable!
What I mean is, if
a candidate is confident, what is he confident of? There I would go into his/her
knowledge - core domain areas; and go deep into it - relevant to his target
profile, and judge therefrom, if he/she is from same domain. I will judge on core skills, ability,
learning willingness, and honestly / integrity. If his/her confidence stems
from his or her deep domain expertise, learning ability as evidenced by history
of upskilling, fine! If new domain, I would drill into the past domains of the
candidate, not on results achieved but on the process taken. True ability will
meet most of my questions. Confident of performing in new role? Without
supporting evidence, or showing willingness to adapt... it might be hollow, or
at least needing deeper examination
CONCLUSION
Most of the above is
from my personal experience; not only books. I am a man, like others, who has
made mistakes; trusted the wrong person, made judgement errors, wrong calls on
people, as well as right calls. I have, always, tried to auto-correct, trying to
figure out where I did wrong. May be this above is wrong as well; but, basis
experience, - this above is what I feel. Analysing my failures, for ex – the arrogance
example above – led me to the realization that I was lead astray by my Manager,
The VP .
Now can I blame the
Manager? Call was mine; I have to own up to it. My point – focussing on the externalities can be erroneous. It is far
more recommended to look at the internal competencies. This is hard to do –
that I concede; but the rewards are far superior, as things begin to move in
auto mode once you put the right calls and the right people in place. Your
leeway for delegation goes up; trust goes up; and things start ticking like a
clock… this above is what my experience
at 2nd, 3rd and BH level has taught me – learn to look
for competencies; define the right competencies – but this {defining} is a topic for another day, as it opens a Pandora’s
box all by its lonesome…
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