Few Things Highly Confident People Don’t Do

Highly confident people believe in their ability to achieve. If you don’t believe in yourself, why should anyone else put their faith in you? To walk with swagger and improve your self-confidence, watch out for these fifteen things highly confident people don’t do.

They don’t make excuses.

Highly confident people take ownership of their thoughts and actions. They don’t blame the traffic for being tardy at work; they were late. They don’t excuse their short-comings with excuses like “I don’t have the time” or “I’m just not good enough”; they make the time and they keep on improving until they are good enough.

They don’t avoid doing the scary thing.

Highly confident people don’t let fear dominate their lives. They know that the things they are afraid of doing are often the very same things that they need to do in order to evolve into the person they are meant to be.

They don’t live in a bubble of comfort.

Highly confident people avoid the comfort zone, because they know this is a place where dreams die. They actively pursue a feeling of discomfort, because they know stretching themselves is mandatory for their success.

They don’t put things off until next week.

Highly confident people know that a good plan executed today is better than a great plan executed someday. They don’t wait for the “right time” or the “right circumstances”, because they know these reactions are based on a fear of change. They take action here, now, today – because that’s where progress happens.

They don’t obsess over the opinions of others.

Highly confident people don’t get caught up in negative feedback. While they do care about the well-being of others and aim to make a positive impact in the world, they don’t get caught up in negative opinions that they can’t do anything about. They know that their true friends will accept them as they are, and they don’t concern themselves with the rest.

They don’t judge people.

Highly confident people have no tolerance for unnecessary, self-inflicted drama. They don’t feel the need to insult friends behind their backs, participate in gossip about fellow co-workers or lash out at folks with different opinions. They are so comfortable in who they are that they feel no need to look down on other people.

They don’t let lack of resources stop them.

Highly confident people can make use of whatever resources they have, no matter how big or small. They know that all things are possible with creativity and a refusal to quit. They don’t agonize over setbacks, but rather focus on finding a solution.

They don’t make comparisons.

Highly confident people know that they are not competing with any other person. They compete with no other individual except the person they were yesterday. They know that every person is living a story so unique that drawing comparisons would be an absurd and simplistic exercise in futility.

They don’t find joy in people-pleasing.

Highly confident people have no interest in pleasing every person they meet. They are aware that not all people get along, and that’s just how life works. They focus on the quality of their relationships, instead of the quantity of them.

They don’t need constant reassurance.

Highly confident people aren’t in need of hand-holding. They know that life isn’t fair and things won’t always go their way. While they can’t control every event in their life, they focus on their power to react in a positive way that moves them forward.

They don’t avoid life’s inconvenient truths.

Highly confident people confront life’s issues at the root before the disease can spread any farther. They know that problems left unaddressed have a way of multiplying as the days, weeks and months go by. They would rather have an uncomfortable conversation with their partner today than sweep an inconvenient truth under the rug, putting trust at risk.

They don’t quit because of minor set-backs.

Highly confident people get back up every time they fall down. They know that failure is an unavoidable part of the growth process. They are like a detective, searching for clues that reveal why this approach didn’t work. After modifying their plan, they try again (but better this time).

They don’t require anyone’s permission to act.

Highly confident people take action without hesitation. Every day, they remind themselves, “If not me, who?”

They don’t limit themselves to a small toolbox.

Highly confident people don’t limit themselves to Plan A. They make use of any and all weapons that are at their disposal, relentlessly testing the effectiveness of every approach, until they identify the strategies that offer the most results for the least cost in time and effort.


Written by Gaurav Kamboj. Gaurav is an analyst at eClerx. Visit LinkedIn for the first version of this excerpt.

The Social C-Suite. Let’s get real.

mrburns

Sometimes the hype of social media outstrips common sense. This is one of those times.

There seems to be a growing amount of buzz and attention about creating a “social enterprise.” This is a good thing. Complicated, but good.

But somehow in this same conversation there is this expectation that the CEO, CMO, and other executives should blog and tweet. This was the topic of a lively debate with some friends at SXSW recently and it was heated enough that I thought that perhaps this is an issue for some readers too.

Should your CEO tweet? Probably not.

There are many benefits to executive engagement on the web. It puts a human face on your company, reinforces a brand image and creates an influential voice of authority within an industry. In a time of crisis, communicating through an already-established channel can be an advantage. Having an enthusiastic executive authentically embrace the social web can be a great advantage for a company.

But the fact of the matter is, most executives don’t post, blog or tweet and they shouldn’t have to. If an executive is not interested in enabling the benefits above and doesn’t give a rat’s ass about Twitter, I would be perfectly fine with that.

My friend Jay Baer once said that if you don’t love social media, you will suck at social media. Why make people do something they don’t want to do? The risk of embarrassment, awkwardness, or abandonment of the account might outweigh the possible benefits.

Is this how they should be spending their time?

Have you ever spent time with a CEO of a major company? The pressure and demands on their time are overwhelming. Is paying attention to a social media account and responding to tweets really the best way to spend their time? Can they justify that to a board of directors?

In my mind, it’s kind of like asking the CEO to write the company newsletter. Let paid professionals handle the demands of social media … unless those individuals are passionate about being involved.

So here is my advice on C-Suite Social:

  1. If they get it, embrace it, and love it … help them to turn this into a true marketing asset.
  2. If they are resistant to it, leave it alone. C-Suite social does not have to be a marketing priority.

What has your experience been? I’ll bet there are some great stories out there for the comment section!

The first version of this story appeared on http://bit.ly/1hkLYnB by @markwschaefer. Mark Schaefer is a chieftain of the blog {grow} and social media bouncer. A consultant, educator, podcaster, author of Return On Influence, Born to Blog, and The Tao of Twitter. Visit businessesGROW.com