Many leaders – either consciously or unconsciously – promote trust in themselves at the cost of promoting trust in their employees’ own selves.\u00a0 This is often done by encouraging employees to see “good” as “what the boss approves of.”\u00a0 To some leaders, this might seem great, but before you make that judgment, you might want to revue the benefits of encouraging self-trust throughout your entire team.<\/p>\n
Those who trust themselves tend to be much more confident, creative, and willing to learn and change.\u00a0 Included in that confidence is an accurate depiction of their own limitations – those with less self-confidence are more likely to hide their weaknesses rather than seek to either strengthen them or find someone to help them in these areas.\u00a0 On the other hand, those that trust themselves can also often sense when someone is trying to pick away at that self-trust – and the most talented individuals will seek to find another leader or organization when they sense this is going on.<\/p>\n
A critical final point on this topic:<\/strong> it is well known that the most creative people are often those that trust themselves enough to innovate – even in the face of “doubters”.\u00a0 Almost every person who is seen as a “genius” – from Einstein to Bill Gates to\u00a0Galileo – was at one time in lives labelled as either stupid or crazy.\u00a0 One of the most important reasons that they are now seen as innovators is their trust in themselves.\u00a0 Is there an Einstein or a\u00a0Galileo in your company right now?\u00a0 The more you get your people to trust themselves (even if you don’t always agree with them), the more likely it is you’ll find out!<\/p>\n