Confident Leadership Through Self-Awareness

Great leaders are confident. Not arrogant or egotistical, but confident.

I believe most Founders have a healthy amount of self-confidence. Why else would they do the unthinkable, risk it all, persevere in the face of being told “no” a 100x?

Yet, as they transition from Founder to CEO, my sweet spot, I see those seeds of self-doubt creep in.

At this stage, focusing on building newfound confidence is key to scaling and sustainable success.

Why? Confident leaders are energized, think positively about the future, take risks, are decisive in the face of uncertainty and high stakes, communicate with enthusiasm and clarity, and engender trust with their team, investors, and strategic partners.

Strengths & Weaknesses & Limiting Beliefs

Appreciating Your Unique Talents

Leaders who are self-aware are clear about their strengths and weaknesses. They lean into their strengths, doing more of what they are good at, developing a track-record of success, and, therefore, building their confidence.

They don’t compare themselves to others, to more experienced executives, for example, because they accept and appreciate their own expertise and achievements.

They know what qualities and capabilities they can rely on in the face of challenges. 

They also appreciate how they benefit from their strengths and how others benefit from their strengths. This creates a stronger sense of worthiness or self-esteem. They know what they bring to the table.

Acknowledging Your Weaknesses

Founders are constantly confronted with new challenges, unknowns, the “never done before” - oh-crap moments. 

When facing challenges in areas they are weak, self-aware leaders identify their emotional and physical responses, -- how fear, anxiety or self-doubt express themselves. Through this process they build confidence in their ability to navigate tough situations because they learn to manage those negative emotions when they arise. 

Everyone finds themselves in that place sometimes. Founders find a way to push through the fear and embrace the failures.

As they step into the role of CEO, they start to question their abilities, as CEO responsibilities require new skills for those used to the being the execution and ideas person.  

Being CEO is about developing long-term strategy, building company culture, hiring and developing managers, putting systems and processes in place, and serving as the key connection to important stakeholders.

It’s a big role. Founders that practice self-awareness are honest about their weaknesses and understand the importance of hiring those with the skills to close those gaps.

They trust themselves to do what they are good at, and they trust their team in the areas they are weak.

Letting Go of Limiting Beliefs

Self-awareness also means being able to identify your limiting beliefs. It closes the gap between perception and reality.

 What lies do you tell yourself that keep you in a state of low confidence? How do you talk to yourself, particularly, when facing a new challenge or area of weakness? Do you fixate on your “failures”? Do you dwell in the past rather than look forward to how you can do better tomorrow?

Self-awareness is self-knowledge. It’s knowledge of the great and the “got a ways to go”. As you become aware of the habits, practices, emotional responses, and negative self-talk you want to change, you grow and adapt. In that process, you find greater success and, in turn, continue to build your confidence. 

“Self-awareness gives you the capacity to learn from your mistakes as well as your successes. It enables you to keep growing.” – Lawrence Bossidy, former Chairman of the Board and CEO of Honeywell International Inc.