{"id":575,"date":"2021-11-25T19:57:57","date_gmt":"2021-11-25T19:57:57","guid":{"rendered":"https:\/\/d2fpc.com\/?p=575"},"modified":"2021-11-25T19:57:57","modified_gmt":"2021-11-25T19:57:57","slug":"behaviors-to-avoid","status":"publish","type":"post","link":"https:\/\/d2fpc.com\/?p=575","title":{"rendered":"Behaviors To Avoid"},"content":{"rendered":"\n
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Those who are certain of themselves tend to avoid timid actions.<\/em><\/figcaption><\/figure>\n\n\n\n

An organization is never more confident than its leader, which accentuates the importance for leaders to display unswerving confidence in themselves, their vision, their strategy, and their people. Leading with confidence involves important nuances like avoiding the opposite (leading from a place of fear) and learning how to handle criticism. It also involves knowing not only what traits to project but what behaviors to avoid.<\/p>\n\n\n\n

Having seen a multitude of leaders over a 30-plus-year career, from super-confident to the point of arrogance down to timid and unsure, I\u2019ve developed an eye for what constitutes highly (but not unjustifiably) confident leaders and the behavioral traps they avoid. Here are some of the behaviors the self-assured avoid.<\/p>\n\n\n\n

They don\u2019t seek attention and praise.<\/strong>
In fact, super confident people seek opportunities to celebrate the success of others. And I\u2019ve learned the more praise you give away, the more comes back to you.<\/p>\n\n\n\n

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Know what traits to project and what behaviors to avoid.<\/em><\/figcaption><\/figure>\n\n\n\n

They refuse to make excuses.<\/strong>
Excuses are an attempt to dodge accountability and blame. Confident people embrace accountability and don\u2019t worry about being blamed. They own their mistakes and command respect accordingly. They don\u2019t hide behind circumstances or lack of resources to justify not accomplishing something.<\/p>\n\n\n\n

They aren\u2019t defensive.<\/strong>
Defensiveness is just another form of blame-dodging–even worse than the above because it often involves not just avoiding blame but redirecting and projecting it onto someone else. Confident people are open-minded about their mistakes and what they could have done better, thus avoiding the need to redirect anything to anyone.<\/p>\n\n\n\n

They don\u2019t avoid conflict.<\/strong>
Conflict brings, well, conflict, and the self-assured are sure-handed in dealing with tension. They even look forward to it, viewing it as a mechanism to quickly get past differences and disagreements to move toward resolution.<\/p>\n\n\n\n

They don\u2019t hide behind indecision.<\/strong>
Choosing not to decide is still a choice, a corrosive one. Indecision is often born from insecurity, a fear of making the wrong decision and looking bad. Highly confident people don\u2019t worry about who’s right–they worry about what\u2019s right. And if they decide incorrectly, so be it. Onward. Upward. Live and learn.<\/p>\n\n\n\n

They\u2019re not downtrodden by feedback.<\/strong>
In fact, highly confident leaders seek it out. They view it as a true gift; the fact that someone is investing the time to help them learn and grow is genuinely appreciated. They know they\u2019re far from perfect and embrace the journey of becoming a better version of themselves.<\/p>\n\n\n\n

They don\u2019t feel they\u2019re in competition with others.<\/strong>
They focus on becoming better than they were yesterday and don\u2019t get sucked into comparing themselves with anyone else. They welcome competition when it presents itself, but view it as an opportunity to push themselves and improve, not as a chance to establish dominance.<\/p>\n\n\n\n

They\u2019re not afraid to take a stand.<\/strong>
Taking a stand by definition means you\u2019ll stand out, which isn\u2019t for everyone. But it is for the highly confident, who know that authenticity trumps approval. They want results, not reassurance. If their stand invites dissent, so be it and we\u2019re all better for it, say the self-assured.<\/p>\n\n\n\n

They don\u2019t shy from failure and setbacks.<\/strong>
Highly confident leaders view adversity as what creates success, not what prevents success. The most confident leader I ever worked for felt she was failing if she didn\u2019t fail. She had enough belief in herself to know she was bigger than any mistake she made.<\/p>\n\n\n\n

They don\u2019t pummel themselves with negative self-talk.<\/strong>
The self-assured don\u2019t obsess over whether they\u2019re good enough. They know they\u2019re good. And that\u2019s enough. They don\u2019t feel the need to be perfect and beat themselves up when they fall short of perfection. They adopt an acceptance and recovery mindset when they don\u2019t succeed.<\/p>\n\n\n\n

They don\u2019t spread negative energy.<\/strong>
When negative people project their unhelpful vibe into the universe, it\u2019s often a cover up. They don\u2019t feel good about themselves or something in their life and so want to project that sentiment elsewhere. Confident people aren\u2019t having it, because they don\u2019t need to build themselves up by tearing other people or things down.<\/p>\n\n\n\n

They don\u2019t talk only about themselves.<\/strong>
Does anything smack more of insecurity than when someone feels compelled to make it all about themselves all the time?<\/p>\n\n\n\n

They don\u2019t do the easy thing by doing everything.<\/strong>
They don\u2019t worry about covering their bases or asses. They focus on what matters and are happy to take criticism for de-prioritizing the rest.<\/p>\n\n\n\n

They don\u2019t require permission to act.<\/strong>
They know that home-builders need permission to act, but business builders don\u2019t. They\u2019re not disrespectful of authority. Rather, they\u2019re respectful yet autonomous. Act boldly and practice behaviors that build confidence in yourself and others.<\/p>\n\n\n\n

— Scott Mautz —<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

An organization is never more confident than its leader, which accentuates the importance for leaders to display unswerving confidence in themselves, their vision, their strategy, and their people. 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