Building Confidence And Assertiveness at Work

BUILDING CONFIDENCE AND ASSERTIVENESS AT WORK:

Wikipedia describes confidence as “a state of being certain either that a hypothesis or prediction is correct or that a chosen course of action is the best or most effective.”

The Latin word from which confidence derives (fidere) means “to trust”, either in oneself or someone in whom you are confiding.

confidence at work
ASSERTIVENESS TRAINING LONDON

More often it means someone who is brave and extrovert enough to be who they are and to state what they want. It blends with our understanding of having boldness, an absence of fear.

Self-confidence is the certainty that you are going to be fine in whatever situation.. an inner trust in oneself.

How do we then instil this confidence in ourselves?

The mix of positively visualising how you want an event to turn out, with an inner surety that you can handle things, can create a feeling of calm and confidence that all will be fine. Even if exactly what you envisaged does not come about in the way you wanted it to. You ‘know’ that all will work out well regardless. That challenges are temporary.

Is confidence linked with assertiveness?

Yes. Confident people are able to convey their ideas, wants and needs much more readily than those who are fearful of a) the outcome backfiring on them b) being seen in a way that is too aggressive. That is, they see their actions or demands as being perceived how they themselves view the arrogant person: none too likeable.

Confidence is about self -perception. We can change that self-perception in a number of ways.
Sublime reactions

There are thousands of subliminal affirmations which and bring out confidence from within, yet it is through practice that we gain a level of belief  in ourselves and our behaviour.

So how can we take those first steps?

Using such mind-changing programmes, you may end up getting what you were trying to avoid: yet here is the paradox. The thing that will change your behaviour is you confronting the situation and acting differently to how you normally would.

The key to confidence is to embed the behaviour: use it more. Relax into it, even if at first it makes you anxious.

 

The four keys to confidence:
  • Experience your first success as success. Even if it ended up not as expected, the success was in the doing.
  • Develop positive psychology. See the positives of what happened. For example: “I took the chance to speak to someone first. I’ve never done that before. I kept my gaze when ordinarily I look away.” Doing something different makes us feel more confident.
  • Practise this behaviour. Copy others who you think are good role models. One lady said to me “I’d like to be as confident as the lady on the station every morning. She oozes confidence.” How does she know what the woman is actually feeling? When you are relaxed in yourself, others see your confidence shining through. Consider attending confidence courses London, to develop yourself.
  • Neutralise your old thought patterns which trigger old emotions. When you hear your ego mind saying “see, you look a twit. There you go again, getting your words all mixed up. You never learn.” Try interrupting the pattern by shifting your attention to something else, or saying ‘no’ and moving on to the next thought. You have a choice.
Believe that every step you take is a success.

Case Study: Team Performance Management

How we help organisations improve team performance

As part of our portfolio of management training courses, STL offers a Team Performance Management Course to a wide range of organisations, from IT and Banking to Sporting Facilities and TV Stations.

Their HR/Learning and Development departments select this course because they have identified a clear need within their organisation for managers to be able to manage the performance of teams successfully.

A truly effective performance management system supports the alignment of organisational goals/objectives with those of its respective functions, departments, teams and individual employees.

The course is suitable for those with a responsibility for managing the performance of teams and those aiming to transition into a people management position.

Lastly, for those interested in understanding how a performance management system can work to build the effectiveness and productivity of teams.

At the end of this one day workshop, delegates will have gained the skills necessary to positively resolve performance issues and to use those skills to build further managerial credibility.

team performance management
Assertiveness course can help team performance and dynamics
Benefits
They want their managers to employ techniques and strategies to:
  • Understand the purpose and benefits of a team performance management system within an organisation
  • Discover what motivates performance (individual and team motivation techniques)
  • Be familiar with the range of both formal and informal conversations (annual appraisal, performance review, one to ones) which may need to be in place
  • Know to how to agree practical and meaningful objectives for teams which are aligned to those of the organisation and, from which, effective individual objectives can be developed.
  • Identify development opportunities
  • Provide clear and confident feedback
  • Determine the causes of under-performance in teams
  • Resolve team disagreements constructively using an assertive approach
  • Improve their listening and negotiation skills
Learning Deliverables for Managers

This Team Performance Management course blends theory and practice to great effect, so the learning is embedded. People learn in different ways, so once a topic has been introduced there will be time for group discussion, where ideas, experiences and real-life situations can be shared. Following this, there is always a practical exercise when delegates get to work together and apply the skills, techniques and top tips provided in a safe environment.

One of the biggest benefits of the course is that we have several delegates from a wide range of different industries all openly sharing their hopes, experiences and challenges around the world of performance management.

It’s very reassuring to know that other people, no matter where they work, face the same sort of issues that you do in this area. So, let’s share our ideas and experiences for everyone’s benefit.

The areas of the course which frequently provide the most ‘light bulb’ moments are:
  • The realisation that every organisation needs to have a performance management framework in place
  • The importance of effective teams to the overall success of an organisation and the value a performance management system can bring to help achieve this.
  • The need to ensure team objectives are aligned to those of the organisation and to the individual ones each employee strives to complete.
  • If done correctly, performance management can be an incredibly beneficial process for all concerned, not just a ‘box ticking’ or ‘paper shuffling’ exercise that needs to happen once a year to annoy everyone when they are really busy
  • It’s everybody or nobody – everyone needs to have their performance managed!
  • The importance of agreeing meaningful objectives – give people something to achieve (stretch ‘em but don’t stress ‘em)!
  • How to give people effective feedback whilst keeping emotions out of the conversation
  • The ability to address areas of under-performance positively, constructively and respectfully whilst avoiding the perception of blame or accusation in the mind of the recipient
  • Adopting a more assertive approach to all interactions when managing performance, particularly when someone does not agree with what you are telling them
Trainer Comments

As a trainer, facilitating a Performance Management course is always an enjoyable experience. With 80% focused on practical exercises and discussions, delegates emerge with a newfound confidence in their performance management skills and often form lasting connections with peers from whom they will have learnt to see their activities and challenges through a new lens. 

Delegate Comments

“Excellent. Good to review practice and develop new techniques..”

“Very live and interactive session. Trainer responded well to ‘work experience’ and relating this to using the material on course to ‘solve’ the problem. Very solution focused, honest and kept expectations at the right level. Have already used session on LAMA at work this week.”

Finally…

As a trainer, I have delivered many workshops covering this topic and over the years, I have found that most organisations (but not all) do have a performance management system in place.

The complexities and technical aspects of performance management processes can vary greatly from industry to industry and company to company, but one thing that will never change is the people skills required to make it work.

At the end of the course, when delegates are shaking my hand and thanking me for a great day, I like to think that once again, I’ve helped them all to be more effective and productive in this area.

Sadly, in some companies, the culture of the workplace means that performance management is perceived by some as a once a year, waste of time box ticking ordeal, but for me they are missing the point entirely.

Good team performance management has one simple goal: to help teams to be the best they can be!

As one of the UK’s leading soft skills training providers, we offer a wide range of management training solutions and management training programs to help managers achieve their performance goals.