Executive Development

By Wayne Outlaw

Self-esteem has always been important to the individual. Now, we are realizing self-esteem’s importance to the development of executives as well as the organization.

An individual’s self-esteem has practical implications for managers, leaders or anyone seeking conscious control over their career. By building self-esteem in yourself and in others within an organization, you can make a significant difference in performance and success.

Self-esteem relates to the level of confidence within the mind. It is neither competence nor confidence in completing tasks. Self-esteem is trust in you, in how you reason, understand, choose and regulate personal actions.

Many individuals focus on having a positive attitude; however, self-esteem is different. This self-trust cannot be faked and must be earned. It is this deep belief in your own competence and the competence of others that is essential in any organization in order to achieve goals.

Because of the number of hours individuals work and how closely many connect their work to their identity, self-esteem is critical. This job-esteem has become a common need. Individuals must feel good about themselves, the work they do, how well they do the work, and their capabilities to meet and exceed the objectives required.

Individuals with strong job-esteem tend to adapt to change easier, embrace new ideas and cope with problems more effectively.

Job-esteem has a role in many areas of business. Salespeople with high levels of self-esteem handle rejection more effectively, are more effective prospectors and bounce back from sales slumps quickly. Managers with strong esteem have the confidence to deal with conflict in the workplace. A leader’s esteem also affects the ability to take risk and make difficult decisions.

Understanding self-esteem’s importance is the first step. The key question is, “How do we build our own esteem while we assist others in building theirs?” The answer tends to be fairly simple but is not easy.

Here are seven ways to begin building self-esteem in you and in others:

1. Make candid and accurate assessments of situations without emotion. Avoid others’ evaluations or even what you think it “should be.” See the situation as it is, why it occurred and, most importantly, what can be done to improve it.

2. Find the “good” in your own performance and the performances of others. All too often, people see flaws or failures, and forget to notice the progress and success. Take the responsibility to communicate the good and right.

3. Show genuine concern. Treat others with respect and dignity, and avoid things that can demean or cause difficulties.

4. Set high expectations for yourself and others. See the potential of others and what you can do to promote it.

5. Take credit for your success, but also give credit to others. If you will give others credit, they will not only feel better about themselves, but they will perform better.

6. Avoid blame. Focus on the right solutions. Nothing destroys esteem more than harping on the negative or persecuting the innocent.

7. Provide helpful performance feedback to others and gather feedback on your own performance. Give feedback accurately and candidly, but without judgment.

While building others’ self-esteem, you will also be improving your own. When you make a positive impact on the performance of others and their career development, you will see your own value as an executive increase.

Wayne Outlaw is a speaker and consultant. E-mail him at wayne@outlawgroup.com.

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