The level of confidence that you display to others can have a huge impact on your credibility and persuasiveness, but what people see is only the tip of the iceberg. While others only see what’s above the surface, that visible portion is hugely influenced by what’s beneath:
How much of what’s beneath the surface is under your control?
Some people are simply born with more confidence than others, a fact which is obvious when you compare your friends and acquaintances. They blithely charge ahead in situations where others may hang back, seemingly sure that they will get what they want regardless of the situation.
It may seem unfair, but often that confidence becomes self-fulfilling and self-reinforcing, for two reasons. First, by daring more, naturally confident people tend to win more (as long as they avoid catastrophic misjudgments), which of course confirms and reinforces their confidence. Second, the positive feedback loop is also fueled by the increased confidence of those who surround them.
It’s also backed by science; a recent study involving twins determined that self-confidence is at least as heritable as IQ, so there is clearly a “nature” component to confidence. Being extraverted also helps; being comfortable around other people and being the center of attention is a head start.
But we’re not going to spend any more time on the natural sources of confidence here, because you don’t get a Mulligan on choosing your parents. We’ll focus instead on what you can do to create and build on whatever you have naturally.
Earned confidence is the most important factor under you control. It comprises two parts, general and specific. General confidence is that which you develop through your life experience and achievements, your status within the group, and your learning. You can increase your general confidence by continuously learning, building up your general competence, and successfully facing your fears by exposing yourself to stressful situations.
Specific confidence is what you have in a given situation, earned by ensuring that you have sound content and competence for that topic, that audience, and that time. When you thoroughly know your topic and you’re pretty sure you can get the other person to agree with your point of view, how can you help but feel confident? Being also promotes confidence, because the discipline and effort you put into clarifying your message will boost your confidence in that message, and in turn boost your listeners’ perception of your credibility.
Probably the most succinct statement of specific earned confidence is what Davy Crockett wrote on the title page of his autobiography: “Be always sure you’re right, then go ahead.”
Earned confidence is absolutely the most important layer of all, because it is completely in your control and it is the hardest to shake, even in the most stress-filled or intimidating situation. As Elaine Chao said, “Expertise empowers.”
If you are blessed with natural confidence and have prepared extremely well, you can stop reading now. But if you need just a little more of a boost, here goes:
Even with a clearly-earned right to complete confidence, it’s still possible to be nervous despite yourself. Your conscious mind may know there’s nothing to fear, but your unconscious mind may not have gotten the memo. Besides, you can have a strong conviction that you are right and still feel a lack of confidence in your ability to get others to buy into your point of view, or you may have pre-speech jitters despite your solid grasp of your material. It’s completely natural to feel anxiety before a high-stakes meeting or big speech, and it’s just as natural to misinterpret that stress as a bad thing.
So, you may also need to get your head straight by priming your confidence level. Priming means getting yourself into the proper frame of mind to increase your felt confidence level. It prepares your unconscious mind to direct your behaviors when you speak to others, which saves you from having to spend your precious mental bandwidth thinking about your outward behavior.
This is where the psychology gets interesting. Your state of mind can influence your bodily behaviors, including posture, movement, gestures and facial expressions. But it also works in the other direction: your bodily behaviors can also influence your state of mind. Your feelings affect your actions, but your actions also affect your feelings. In fact, at any given moment, you are subconsciously reading your own body language to infer how you feel!
So, there are two general ways to boost your confidence before the meeting. You can prime your mind by changing your body, and you can prime your body by changing your mind.
Changing your body. It’s called embodied cognition: your mind takes cues from your body to help it decide how you are feeling. For example, studies have shown that simply clenching a pencil in your teeth, so that your lips are forced upwards, can make cartoons seem funnier.
More importantly, acting confidently, such as taking up space and adopting “power poses”, can make you feel more confident. Doing this before your important talk boosts your confidence and actually carries over into the actual situation. Amy Cuddy and her colleagues found that the mere act of adopting a power pose for just two minutes raised testosterone levels and depressed cortisol in their test subjects. The former is associated with dominance and power and the latter is associated with stress.
They also found in a different study that subjects who adopted power poses before mock interviews were rated more highly and were more likely to be “offered the job” than those who put themselves in a closed, low power position. The subtle part of the study is that there were no observable differences in behavior between the two groups during the interviews – but somehow they projected a more confident and assertive demeanor which translated to more credibility.
A power pose is one in which you open up and take up space. Stand with feet spread and place your hands on your hips with elbows out, or place both hands on a desk, more than shoulder-width apart. You can even do it sitting down; if you can get away with it, place your feet on a desk and lean back with your arms behind your head.
The important point in all of this is that you want to be fully “on” before important communications, and just like an old-fashioned vacuum tube television, you need a short warm-up period to get there.
Changing your mind. Take a minute to think back to a time when you spoke to a room full of people and you really rocked. You were totally on top of your material, you were confident and articulate, and you felt the almost scary power of having every single person tuned carefully into what you were saying. Can you picture the scene, maybe remember what you were wearing, or how you sounded? It felt good, didn’t it? You’re probably sitting up a little straighter and smiling a bit right now.
Now, imagine going through that same thought process before an important meeting or presentation. If you’ve already earned the right to be confident, it will be like lighting the afterburners on your confidence. You will feel much more confident, you will project that to the room, and your credibility will soar.
The process we’ve described is called priming, which means getting your mind into the right state before your performance. Actors do it – the best actors aren’t faking the emotions they show, they are actually feeling those emotions because they have gone through what’s called an “offstage beat”, in which they primed their minds to feel the right emotion for the scene.
There’s another equally important benefit to this. You can only feel one emotion at a time, so focusing on the right emotion will keep you from obsessing on the wrong emotion, the fear you feel before the speech.
What emotions do you want? I personally like to focus on the thrill of giving my listeners useful information that can make their lives better. Jack Welch used to prepare so much for some outside speeches that he would work himself into feeling that he could not wait to share his ideas. Think of a time when you had exciting news that you could not wait to share with someone. (In my case, I recall the time when I called my son at school to tell him that the mailman had just delivered an acceptance packet from his first-choice school.)
The great thing about priming excitement is that it feels very similar to anxiety, so it’s an easy step from one state of mind to the other.
Besides priming your mood, you can also benefit by channeling your focus. Confidence and charisma are closely related, and communication expert Nick Morgan tells us that charisma is simply focused emotion. Emotions are contagious, and someone who clearly feels an intense positive emotion is going to pass that on to anyone listening. If you can achieve that intense focus, you are going to appear supremely confident to others.
In my next post, I will focus on the visible part of the iceberg: the speech patterns and body language that affect your displayed confidence. But, if you haven’t earned and/or primed your confidence before you start, you have probably already lost.
 Dave Munger “Just Smile, You’ll Feel Better!” Will You, Really? http://scienceblogs.com/cognitivedaily/2009/04/06/just-smile-youll-feel-better-w-1/,
accessed May 16, 2014.
 Amy J.C. Cuddy and Caroline A. Wilmuth, The Benefit of Power Posing Before a High-Stakes Social Evaluation, Harvard Business School Working Paper, 2012.
Transportation Secretary Elaine Chao in a recent podcast, talked about lessons she has learned trying to succeed in a male-dominated world. She makes three points that resonated with me, because they apply to everyone who faces the challenge of being taken seriously in meetings, sales calls, presentations, or simply general conversation.
Prepare: Chao says, “I prepare so much more than some of my male colleagues, and I know women who are prepared more and we get ridiculed and it’s like, ‘Oh, my gosh. She’s just preparing so much. She’s such an automaton. Can’t she just like, wing it?’”
This one resonated with me, because it is one of the most important lessons I’ve learned in my career in sales. That’s because I’m not a “natural salesperson” who knows exactly what to say and when, or who has the confidence to just wing it. But when it comes harder for you, you get a little paranoid and plan a bit—actually, a lot—harder. That’s how I’ve won deals against competitors who were natural salespeople, and who were overconfident and therefore unprepared. So if you think you’re too good to plan, I hope to compete against you.
Don’t be afraid of mistakes: Chao says that coming from an Asian culture initially made her very worried about making a mistake, because Asians pay close attention to everything being said, and every word counts. But that doesn’t happen in American culture, because a) we’re just not good listeners, so we are less likely to catch small errors or remember everything that was said, and b) we’re much more forgiving when we do.
This point is the corrective to overpreparation. Plan as carefully as you can, and then relax. Mr. Murphy will inevitably show up and something will go off track. If you make a mistake, the crucial point is to immediately acknowledge it, own it, and move on. Especially in speeches and presentations, I’ve found that people will remember how you recover from an error far more than the error itself.
Expertise empowers the person: I love this quote! When asked what made her successful in a very male environment, Chao responded, “because I knew what I was doing.” She always had “incredible subject area expertise.”
Many of my coaching clients ask for techniques to deal with nerves or increase the confidence that they display. Of course, there are numerous techniques, and I do share those, but not without first asking them why they have been chosen to speak to this particular audience on this particular occasion. The answer is always that they know more about this particular topic than anyone else in the room—otherwise someone else would have been asked to speak. It doesn’t matter whether you are a woman, a minority, or the youngest person in the room; if you have something useful to say, that no one else knows, you will always have power.
The title of this post is a bit disingenuous, because these three points actually have nothing to do with gender. They have everything to do with the fact that the best people to learn from are those who have to overcome the greatest obstacles to achieve success. Their initial lack of confidence is precisely what drives them to do the things that make them more confident and more successful.
 Although Sean Spicer may disagree on this point!
For a prince, is it better to be loved or feared? That was the question that Machiavelli asked, and his answer (although much more nuanced about it than generally thought) came down mostly on the side of fear. His prescription for power depended heavily on force and craftiness.
Five hundred years later, the debate still goes on, and it’s just as important as ever. For anyone striving to increase their influence and make a difference, whether within your own organization, for customers, or in the lives of those you care about, it’s a central question that dictates what you do and how you act toward others.
There’s another related question that is just as important: is power something you can grab, or is it given to you by others?
I just read The Power Paradox: How We Gain and Lose Influence, by Dacher Keltner, a professor of psychology at UC Berkeley. Keltner comes down firmly against the idea that power is about fear. He argues that the world has changed substantially since Machiavelli wrote. It’s less violent, organizations are less hierarchical and more egalitarian. He also stresses that “We gain power by acting in ways that improve the lives of other people in our social networks. Our power is granted to us by others.”
If you believe that Keltner is right, your approach revolves around what I call outside-in thinking: focusing on others and striving to find ways to improve their states and contribute to the greater good. You develop your capacity for taking the perspective of others; you give far more than you take; you enhance the power of others by respecting them and listening to them. And as you grow in power, you are aware of the many ways that enhanced power erodes the very attitudes and behaviors that helped to get you there: empathy, humility and self-control.
Read this book and practice its recommendations, and you will become more influential in whatever sphere you participate in—in effect, everyone around you will “give” you the power of influence over their sates.
After I read Keltner’s book, I went to my bookshelf and dusted off my copy of Power: Why Some People Have It –and Others Don’t, by Jeffrey Pfeffer, which I reviewed in a previous blog post. Pfeffer argues that Machiavelli is alive and well in corporations today, and you would be naïve not to know this and apply its lessons. I don’t know if he and Keltner have ever debated the issue, but I suspect that if they did, Pfeffer would accuse Keltner of holding on to the “just-world hypothesis”, in which people believe that good people are rewarded and bad people are punished.
The harm of this belief, according to Pfeffer, is that it prevents you from learning real and practical lessons about what really works in the real world, and holds you back from a self-centered quest for personal power and influence. Follow his advice, and you will be able to grab power—because no one is just going to give it to you.
Actually Pfeffer agrees with Keltner that respecting others is a good path to power, but the others he refers to are people who are already in power and have the ability to help you. He also believes that empathy is a crucial skill for acquiring power, so you can figure out what to give them to gain their support.
It could be confusing to read both books, because each author cites impressive academic research to support their points. I believe that interpersonal relationships are complex enough that it is easy to find proof for almost anything you want to look for. Maybe there is some confirmation bias at work in both books, or maybe it’s the nature of these sort of books, which force the author to take a stand for one point of view or the other.
Simply because human nature is so complex, I believe that both hold valuable lessons for increasing your personal power and influence. It’s not either/or, it’s some elements of both approaches, and the relative weight of each is highly situational. It may depend on the culture of the organization where you work, the nature of the problem you are facing, and so many other factors. And don’t forget what Al Capone supposedly said: “You can get more with a kind word and a gun than with a kind word alone.”
It’s also in many ways a personal and an ethical choice. I know—we all know—people who are very “successful” in life despite what we consider to be shady characters and behaviors. For me, if that’s the price to pay for being powerful, I’d rather not be. On the other hand, if you have a larger worthwhile purpose in mind, doesn’t it make sense to pull out all the stops? LBJ was about as Machiavellian as any president we’ve had, and he used his power to push through his Great Society programs.
Do the ends justify the means? I don’t believe anyone can give you those answers. You have to decide for yourself—and live with the consequences.
A man goes to a doctor for advice, because he’s concerned that his wife is losing her hearing. The doctor says, “The first thing we have to do is find out how bad it is, so when you go home, stand in the doorway and say something. If she doesn’t hear, move halfway into the room and say it again. Then, stand next to her and say it.”
So the man goes home and looks into the kitchen. “Honey, what’s for dinner?”
He walks halfway into the kitchen and says, “Honey, what’s for dinner?
Again no response.
Finally, he gets right behind her and says, “Honey, what’s for dinner?”
She turns and says, “For the third time, CHICKEN!”
I liked this joke when I first heard it earlier this week, and it especially resonated because of a speech I delivered on the topic of creating an ethical sales culture. What’s the connection?
One of the points that I made is that often when a sales leader is unhappy with sales behavior, their first instinct is to figure out what’s wrong with the salesperson. Maybe they need a little more motivation, or need to be counseled on ethics, or maybe they’re just the wrong person for the position. But, how often do they look within for the causes of the behavior? How often does it even enter their minds that maybe the fault lies within themselves?
The example I used in my speech was Wells Fargo. After their scandal broke, they touted the fact that they had fired 5,300 employees for unethical behavior. I wonder how many of those employees were actual perpetrators, versus how many were victims? By that, I mean victims of an ultra-high-pressure culture in which they were monitored up to four times a day and “hounded, berated or demeaned” when they were inevitably short of impossible quotas. Under such conditions, is it any wonder that many saw no recourse but to cheat and open unauthorized accounts?
But it does not have to be as egregious in scale or degree as Wells Fargo to be a potential problem. I’ve seen it on a much lesser scale in so many ways. The sales VP who stresses the value of long term relationships but rewards and punishes short term results; the sales manager who wants her reps to take initiative but immediately steps in to rescue a sale; the director who overlooks a little white lie about delivery dates because it salvages a big deal.
My point is not to deny the importance of personal accountability, but to affirm it. Someone should definitely be held accountable—but look within first. This is not only right, but practical. If the behavior is caused by something you’re doing or not doing, it’s not going to go away just because you counseled or fired the rep. It will likely infect the rest of the team, and anyone you hire to replace the “bad apple.”
Maybe the first rule of sales coaching should be: “Check your own hearing first.”