Organizational studies confirm that successful businesses all have a few things in common. For one, they all share a stronger sense of confidence in their missions, leadership and team members. Generating confidence is one of the fundamental responsibilities of effective leaders today, and the third of five key drivers of organizational agility in the Agile Model®.
The Three Components of Confidence
Confidence involves creating a culture of engagement among all employees, and organizing them into effective and collaborative teams. The trick to enhancing strategic agility in your business through confidence is to develop leadership that stays involved and listens despite challenges and uncertainty. It’s about aligning resources with priorities and providing your team with the tools they need to win. Whether it’s within an organization or a sports team, confidence has three core components: line of sight, unconditional respect and positive optimism.
Line of Sight
In most businesses, everyone has a job to do; specific roles and tasks are generally well defined and people know what’s expected of them. Line of sight involves knowing not only what you are doing, but also having awareness and an understanding of team members’ responsibilities. More importantly, it is essential to recognize how what they are doing will affect the overall success of the organization. It’s about building a sense of connectedness – a link between employee engagement, customers and profitability. Confidence is generated from communicating a clear line of sight from your team’s contribution to overall organizational success.
In the organizational setting, respect is a core driver of employee engagement and a prerequisite for confidence. Unconditional respect goes beyond proper consideration of one another’s opinions, ideas and thoughts, but encompasses total commitment to equitable treatment and shared accountability. Respecting employee input and encouraging active participation is key for promoting an open, accepting and innovative organizational culture.
Optimism develops from having hope and the confidence that something of value will be a success. Organizations that build positive optimism into day-to-day tasks enjoy confident, self-assured employees who outperform and over deliver. Exceptional leaders fuel optimism through constant encouragement and support.
Agile organizations have leaders in place that ensure a clear understanding of how individuals and teams responsibilities contribute directly to the company’s strategy. Strong leadership is resilient, focused, and understands the value of generating confidence to build self-assured, Agile and highly productive teams.