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With so much emphasis placed on imparting knowledge and building confidence, many teachers don’t do enough to encourage students to question themselves and one another.
|
187 |
 |
In performance cultures, we… censor ourselves in the presence of experts who seem to know all the answers – especially if we lack confidence in our own expertise.
|
209 |
 |
It takes confident humility to admit that we’re a work in progress. It shows that we care more about improving ourselves than proving ourselves.
|
215 |
 |
Knowing what you are going to do if the negotiation does not lead to agreement will give you additional confidence in the negotiating process. It is easier to break off negotiations if you know where you’re going.
|
106 |
 |
The responsibility of leaders is to teach their people the rules, train them to gain competency and build their confidence. At that point, leadership must step back and trust their people…
|
93 |
 |
Courage comes from above. Our confidence to do what’s right is determined by how trusted we feel by our leaders.
|
93 |
 |
…’new mental accounts’… offer a chance to start again by relegating our old selves to the past. It disconnects us from the past self’s mistakes and imperfections, and leaves us confident about our new, superious selves.
|
95 |
 |
Acting confident will help you become confident. Confidence is also important because, like all emotions, it is contagious and will spread to followers.
|
51 |
 |
The ability to convey confidence isn’t something most bosses are born with; they learn it through mentoring and experience.
|
52 |
 |
The best bosses dance on the edge of overconfidence, but a healthy dose of self-doubt and humility saves them from turning arrogant and pigheaded.
|
71 |
