Confidence is one of the most desirable traits that one can have. It opens all kinds of doors and can easily earn you respect. The question, however, is whether such admiration is really deserved. We’re sure you have encountered people who have projected an air of confidence even when it was clear that they didn’t really know the details. Some people have the gift of being able to drift through life never really knowing their role but still managing to come out on top. Others, meanwhile, mess up constantly, but thanks to money and/or connections, they never really suffer for it.
We always hope to make the right decision. Leaders face the extra struggle to make decisions that not only seem well-informed, but also supremely confident. How can you inspire loyalty in the troops if you seem wishy washy and indecisive?
However, as covered recently in a Havard Business Review article, the best decisions often arise from indecisiveness. Writer Walter Frick makes the point that “Overconfidence is not a universal phenomenon — it depends on factors including culture and personality — but the chances are good that you’re more confident about each step of the decision-making process than you ought to be.”
Continued success is wonderful, but can also lead to some very bad judgement. One of the key warnings of Group Think is that everyone will fall in line with any suggestion, should that group be enjoying a track record of success. That can lead to errors on a grand scale should this unwarranted confidence lead the group to make boilerplate decisions on larger matters.
So don’t worry about being indecisive. Taking the time to really think about situations and the possible repercussions of a decision simply shows a desire to do the best job possible. That extra level of consideration will ultimately serve you better.