Building Confidence in the Workplace

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Abstract: In today's competitive job market, confidence emerges as a critical skill that significantly impacts workplace performance. This article examines research-backed strategies for leaders to cultivate confidence among team members, highlighting the powerful correlation between self-assurance and professional achievement. Drawing from studies showing confidence accounts for up to 30% of accomplishments across various fields, the paper outlines practical approaches including setting clear expectations, providing constructive feedback, fostering growth mindsets, creating progressive success opportunities, building supportive communities, teaching positive self-talk, and developing personal branding. These interventions, when implemented thoughtfully, not only enhance individual employee confidence but collectively transform organizational culture, resulting in greater innovation, engagement, and competitive advantage. While confidence may appear innate in some individuals, the research demonstrates it is fundamentally a learnable skill that can be systematically developed through intentional leadership practices.

In today's competitive job market, employees need more than just technical skills to succeed—they need confidence. While some people seem naturally self-assured, confidence is actually a skill that can be developed with effort. As leaders, helping our team members build their confidence will boost individual and team performance.

Today we will explore research-backed strategies for developing confidence at work, with practical applications and examples.

Confidence and Performance

Research shows a strong relationship between confidence and performance. One study found that confidence accounts for up to 30% of accomplishments in many fields (Norem & Cantor, 1986). Having confidence allows us to take appropriate risks, stand by our decisions, and view challenges as opportunities rather than threats. It gives us the courage to learn from mistakes instead of dwelling on them. Developing confidence in employees leads to greater motivation, resilience, willingness to try new things, and ultimately better results.

Assessing Confidence Levels

The first step in building confidence is understanding where teammates stand. Are some hesitant to share opinions or take on new responsibilities? Do body language or language use indicate lack of self-assurance? Confidence also comes across differently in different settings. An otherwise quiet colleague may shine in a brainstorm but wilt during a presentation. As leaders, we should sensitively check in with individuals to get a clear picture of what boosts or undermines their confidence. This insights help direct our efforts most effectively.

Set Clear Expectations

One way to develop confidence is ensuring employees understand exactly what is expected of them. Vague or undefined roles breed uncertainty and doubt. At a new marketing agency I worked at, the VP met individually with each person to outline key responsibilities, goals, metrics and a development plan. This gave everyone a strong framework to operate within, reducing anxiety. Similarly, when delegating tasks, provide all necessary context, deadlines, resources, and permission to ask questions. Having crystal clear expectations builds confidence to perform at a high standard.

Give and Receive Feedback

Receiving honest, considerate feedback fosters confidence by highlighting strengths and pinpointing areas for improvement. But feedback goes both ways. As leaders, we must solicit input from team members and be open to critique as well. A study found employees who could give input to managers reported greater self-efficacy and job satisfaction (Lam et al., 2015). At my current company, each quarter, we anonymously provide feedback to our director and receive a personalized response. Seeing that feedback is taken seriously boosts confidence that viewpoints have value.

Cultivate a Growth Mindset

How we view abilities impacts confidence. A fixed mindset sees traits as intrinsic and unchangeable. But research finds embracing a growth mindset—believing we can develop skills through effort—leads to greater confidence and achievement (Dweck, 2006). As leaders, we can role model and encourage a growth viewpoint. When employees face setbacks, emphasize it's normal to struggle at first but that practice leads to mastery. Point to your own learning experiences. At my last job, my manager frequently said things like “I don’t have all the answers either – we’ll figure it out together.” This shifted team dynamics from competition to collaboration, building collective confidence.

Create Opportunities for Success

Nothing nourishes confidence like experiencing success. But success does not come from being thrown in the deep end alone. Gradually increasing responsibility allows building skills and seeing one’s abilities evolve (Bandura, 1977). For a new sales rep, start with shadowing experienced colleagues and making low-risk sales before managing a full client portfolio independently. Recognize small wins too — a successful brainstorm, positive client feedback, a milestone reached. Focusing solely on grand successes risks turning small setbacks into confidence-crushers.

Foster a Supportive Community

An encouraging and inclusive work culture where it's safe to make mistakes without judgment breeds confidence in ability and worth. Rotating “employee of the month” opportunities and team-building activities help colleagues appreciate each other's strengths. When teammates celebrate wins together, they internalize their value to the organization. Research confirms feeling part of a cohesive group enhances self-efficacy and motivation (Soman, Ainslie, Moreau & Chaker, 2019). My team proactively supports each other's career goals by reviewing resumes, coaching interview skills and providing references. This fosters confidence we are all in it together.

Practice Self-Talk and Visualization

How we talk to ourselves impacts confidence more than outside praise or criticism. Negative self-talk says "I can't" while positive self-talk affirms abilities (Dweck, 2007). Leaders can teach replacing limiting beliefs with empowering language. Before client meetings, I visualize successful outcomes to boost confidence and shift mindsets. Visualization techniques activate the same brain regions as actual experiences. Sharing these mental rehearsal strategies equips employees to self-generate confidence (Driskell et al., 1994). Practice seeing yourself succeed to believe you can.

Build a Personal Brand

Knowing one’s strengths, values and unique value proposition fosters professional confidence. Leaders can help employees craft an authentic personal brand statement. For quarterly reviews, I ask direct reports to describe their core strengths and how they contribute distinctively. This builds self-awareness and confidence in one’s differentiated role. On team off-sites, we workshop unique selling propositions to refine how colleagues position themselves and their work internally and externally. Clarity on one’s personal brand gives confidence to market oneself authentically.

Conclusion

Developing confidence takes intentional effort but pays off significantly in employee engagement, performance and career success. For organizations, it translates to competitive advantage through a motivated, innovative workforce. While some confidence comes naturally, research shows it is very much a skill that can be cultivated through experience and guidance. Using the strategies outlined here, leaders play an integral role in building confidence in others – and ultimately transforming the dynamics, productivity and potential within their teams. With a shared commitment to growth, learning and community support, high confidence cultures can emerge where people thrive at their best.

References

1. Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215.

2. Driskell, J. E., Copper, C., & Moran, A. (1994). Does mental practice enhance performance? Journal of Applied Psychology, 79(4), 481–492.

3. Dweck, C. S. (2006). Mindset: The new psychology of success. Random House.

4. Dweck, C. S. (2007). Boosting achievement with messages that motivate. Education Canada, 47(2), 6–10.

5. Lam, C. K., Walter, F., & Huang, X. (2015). Supervisor-subordinate Guanxi and Subordinate Outcomes: The mediating role of perceived respect. Journal of Occupational and Organizational Psychology, 90(1), 122-145.

6. Norem, J. K., & Cantor, N. (1986). Defensive pessimism: Harnessing anxiety as motivation. Journal of Personality and Social Psychology, 51(6), 1208–1217.

7. Soman, D., Ainslie, G., Moreau, P., & Chaker, Z. (2019). Psychology of Social Influence on Well-Being and Life Satisfaction. Journal of Consumer Psychology, 29(1), 93-113.

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Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.

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Suggested Citation: Westover, J. H. (2025). Building Confidence in the Workplace. Human Capital Leadership Review, 21(4). doi.org/10.70175/hclreview.2020.21.4.6