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The fragrant bouquet of confidence

The fragrant bouquet of confidence

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Published by sedcgn
It's no secret that self-confidence is very important to achieving success in any area of life. The
thing about self-confidence is that it is very sensitive to our personal experience and is inherently
instable. In other words, your self-confidence has a "snowball affect." And it can snowball in a
positive direction or it can snowball in a negative direction.
It's no secret that self-confidence is very important to achieving success in any area of life. The
thing about self-confidence is that it is very sensitive to our personal experience and is inherently
instable. In other words, your self-confidence has a "snowball affect." And it can snowball in a
positive direction or it can snowball in a negative direction.

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Published by: sedcgn on Jan 11, 2012
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05/13/2014

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 ==== ====Grab your FREE e-BOOK !http://courage-and-confidence.blogspot.com/  ==== ====Are you confident? We've all been intoxicated by the smell of confidence - a personal triumph, an inspirational leader,tantalizing news. Confidence comes in various degrees. There's the "I've got a good feeling,"confidence, there's the pop the cork, pour the Champagne confidence, and then there is totaleuphoria. Confidence is a balm that smooths the rough spots in our lives and businesses. Where there'sconfidence, there's progress. That's why confidence is so eagerly measured by economists andpoliticians. We know confidence matters. A Flourish! reader from Brazil writes: "I appreciate your insights about American confidence - keep up the good work." Another from the United Kingdom writes: "If we could more confidently embrace the North American way, without ridicule, we could boostour numbers immeasurably." There's no cultural gap here. Americans are universally seen as optimistic -- reservoirs ofconfidence. Despite this perception, I find many of my American colleagues in search of greaterconfidence: An owner of a multi-million dollar business talks to me about the need to personally develop moreconfidence in his company's ability to execute new ideas. A real estate agent talks to me about conveying more confidence when dealing with the affluentand showing high-end properties. A young salesman, just starting out talks to me about developing the confidence to drop in onclients, and pitch his products and services. I am asked about the concept of confidence just about every week. So, let me put my cards on thetable. Confidence isn't something you get - it's something you discover. When you see people that are confident, you see someone engaged in their work and oftensimultaneously analyzing the result. When they step back and really understand the results - theybecome confident. Sometimes this happens fast and sometimes this takes time. However,
 
confidence is usually the unintended consequence of another action - a confidence catalyst. Let me share five of the common catalysts for confidence: Naivety Noland Walker, a talented young filmmaker recently sent me a copy of his work, Citizen King - atwo-hour documentary about Martin Luther King that aired on the PBS series, The AmericanExperience. Watching the film I was moved by the behind-the-scenes candor of Dr. King in filmclips documenting private moments from 1963-1968. He expressed fear, vulnerability, and naivetyabout the response to his Civil Rights crusade. In the early going he and his colleagues were notnecessarily confident, but they were passionate about their mission and knew that acting confidentwas part of the drill. This film illustrated that not knowing all of the answers is no reason to lackconfidence - you can be naïve and somewhat afraid, but if you act decisively, you canchange the world. Responsibility Neil Armstrong, the first astronaut to set foot on the moon, told CBS correspondent, Ed Bradley of60 minutes that his thumbs up signal to the camera, just before the launch of Apollo 11 was, "a bitof a sham." Knowing that the world was watching, he decided that he had a responsibility as theskipper of the first lunar spaceship to "convey confidence." The world was counting on Armstrongand his first words upon setting foot on the moon, demonstrated that he knew it. Sometimes yourresponsibility to others is so significant that you just have to embrace the attitude: "One foot forman. One foot for mankind." Experience You can be knee-deep in trouble, but your level of experience gives you confidence that you canwork your way out of it. In a recent keynote, Donald Trump shared details about his financialcollapse years ago and his real estate empire teetering near-bankruptcy. But it was his businessexperience in negotiation, marketing, and building that gave him confidence that he could comeback. When you've traveled down a road before, even if it isn't exactly the same, you have thebenefit of understanding similar terrain - and thereby stirring up your confidence. Comparison Comparing your assets, work ethic, attitude, and commitment to those of others often elevatesyour mood to confident. You can either see what you have that others are lacking, or if you're notas strong as you'd like to be, you can borrow the confidence of others as personal guideposts foryour own development. Comparison is a key issue facing ABC News at the moment. They havethe enormous challenge of filling the roomy shoes of evening news anchor Peter Jennings. Guesswhat they need? An anchor that can convey confidence. Association Years ago, my firm used to get calls about a project we were involved with from a fellow thatworked at the White House. I know this fellow loved calling and announcing that he was from the
 
White House. It always got the attention of everyone in the office. An attendee at one of my workshops recently asked me about her own association - that is, howcould she convey confidence when she no longer worked for a prestigious company? Yes, it'seasy if you work at the White House, but you can create your own association by connectingyourself to clients, trends, a great location, or even years in the business. We all have plenty ofconfidence-building associations if we are willing to see them as such. I hope I have made the point that confidence can be rooted in a wide variety of emotions andsituations. I am convinced that many of the problems companies are struggling with --competitiveness, complexity, bureaucracy, timing, strategy, and even branding are actuallyconfidence issues. Somewhere along the chain, someone is lacking confidence. So clear away the clutter. If you find yourself gridlocked and unable to reach higher performancelevels and have "good excuses" like staffing, financing, or connections, you may really be saying:"I don't have the confidence." How can we amplify our confidence? Use the nearest catalyst. You may not feel confident when you start, but confront the work.Analyze the results. Blow through the opinions and criticism of others. Tame your own innerdialogue. You can develop and maintain the confidence you need. Confidence isn't just somethingyou have. It's something that you discover. © Copyright 2007 - André Taylor - Taylor Insight Group, LLC. Go tohttp://www.andretaylor.com and get Andre's free newsletter. André Taylor is an award-winning entrepreneur, author, and advisor to growing companies andone of todayÂ’s dynamic voices on business and personal success. HeÂ’s the author of manyaudio and videos, courses, and coaching programs reflecting more than 25 years in enterprisemanagement. He provides an uncommon understanding of the lessons of business and personalresilience, and extraordinary insight and commentary on the subjects of leadership,entrepreneurship, sales, marketing, innovation, and growth.  Article Source:http://EzineArticles.com/?expert=Andre_Taylor 

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