Confidence is needed to successfully transition into higher-level leadership roles, and many leaders are too confident or too underconfident early on. In this article, the authors outline strategies for finding the optimal level of trust. As we move from managers to executives to CEOs, if there’s one thing that defines effective leadership, it’s that results are less and less about ourselves and more and more about delivering results through others. This means that more emphasis will be placed on the attention you give to others.
It can be very exhilarating to be promoted to a higher level leadership role. Your company finally recognizes your talent and believes in your potential to lead the organization’s future. At the same time, the stakes are higher and you now find yourself in a fishbowl with everyone watching how you approach your new job. A leap of this magnitude and oversight will test the mettle of any new leader in many ways, especially their self-confidence.
