Skip to main content

How To Build Your Confidence


In the new book, The Confident Mind: A Battle-Tested Guide to Unshakable PerformanceDr. Nate Zinsser, Director of West Point’s influential Performance-Psychology Program, shares his secrets of mental toughness and how to build and master confidence. 

In addition to training the minds of the U.S. Military Academy’s cadets, he has coached world-class athletes, a Super Bowl MVP, numerous Olympic medalists, professional ballerinas, NHL All-Stars, and college All-Americans – teaching them to overcome pressure and succeed on the world’s biggest stages. 

Dr. Zinsser’s research shows that you perform best when your confidence overpowers your doubt. And, that confidence is a skill that can be taught, improved, and applied by anyone to enhance nearly every aspect of our lives and careers. 

One trait above all others makes peak performance possible: confidence,” explains Dr. Zinsser.

 He defines confidence as: 

  • “A sense of certainty about your ability, which allows you to bypass conscious thought and execute unconsciously.” 

Further, he shares that “confidence is that feeling that you can do something (or that you know something) so well you don’t have to think about how to do it when you’re doing it. That skill or knowledge is in you, it’s part of you, and it will come out when needed if you let it.” 

Dr. Zinsser additionally explains that confidence is learned by

  • Retaining and benefitting from your successful experiences.
  • Releasing or restructuring your less successful experiences. 

He also teaches that it is a misconception that mistakes, failures and negative feedback will destroy, erode or weaken your confidence. 

And, finally, as you dive into the book, you’ll learn why Dr. Zinsser says that the opinions and beliefs we hold of our talents, skills, and abilities either serve as walls that constrain us or doorways that open us up to new achievements. 

The Confident Mind is a complete guide to confidence:

  • how to understand it
  • how to build it
  • how to protect it
  • how to rely upon it when your performance matters most

Dr. Nate Zinsser

Today, Dr. Zinsser shares these additional insights with us: 

Question: After reading The Confident Mind, how much time does it typically take for a person to feel and be more confident? 

Zinsser: That entirely depends on what you mean by “more confident.” Immediately upon reading the first two chapters of the book and completing the exercises that are part of Chapter Two a reader will have a much better sense of his or her skills and competencies, and that of course contributes to the overall sense of certainty which is really the definition of competence. 

For this sense of certainty to be strong enough to sustain one through a challenging game or performance, it has to be reinforced over time. How much time? There are no hard and fast rules. I have had clients walk out of my office after a single hour-long meeting and then report back to me that their entire experience at football or hockey practice has changed. While I’m always glad to hear that I’m also aware that this new-found confidence may not withstand the punishment that comes from losses, mistakes, or setbacks. 

In order to make that confidence more stable and enduring I’d say that a couple months of steady practice is a realistic time frame. That shouldn’t deter anyone – you’d have to spend that length of time developing anything of value – muscular strength, cardiovascular endurance, a new language, etc. 

Question: How much of a person's confidence is influenced by co-workers or fellow team members, and how impactful (positive or negative) will that influence be? 

Zinsser: Being social animals, we are always somewhat under the influence of co-workers and teammates. The degree of influence other people have over us, (assuming we’re talking about adults here, because children are far more susceptible), can depend on the power dynamic present, but in the final analysis it always comes down to how much responsibility we take for our own state of mind and our own personal experience. 

It is possible, as demonstrated in the extreme cases of many POW’s, to retain one’s own confidence, dignity, and sense of self in the presence of criticism, rejection, and marginalization. It all comes down to realizing that one’s state of mind is always under one’s personal control regardless of circumstances and then making use of that control. 

Thank you to the book’s publisher for sending me an advance copy of the book.

Comments

Popular posts from this blog

Bite-Sized, Daily Notes For Contemplation, Inspiration, Connection, And Clarity

  Everyone can benefit from the new book, Dear Friend , which features bite-sized, daily notes for contemplation, inspiration, connection, and clarity. Busy and stressed business leaders can particularly benefit from the 365 profound, heartfelt reflections from author Michelle Maros , founder of Peaceful Mind Peaceful Life and cohost of the podcast, Life Happens with Barb and Michelle .   Dear Friend invites readers to go deep and use the notes as a daily practice that compounds over time, nurturing strength, resilience, and clarity.   In just a few minutes each day, this book will offer you a daily reprieve when you feel burned out, beaten down, or overwhelmed by the strains and stresses of modern life.   The heart of Dear Friend began in the quiet mornings Michelle shared with her mom, Barb. Every day, they would sit together, reading affirmations or passages from Barb’s beloved books. These small rituals—simple but powerful—set the tone for each day, grounding...

How To Build A High-Performing, Resilient Organization With Purpose

  “It’s time to get intentional about organizational culture and to make it strong on purpose,” explain James D. White and Krista White , authors of the new book Culture Design: How To Build A High-Performing, Resilient Organization With Purpose .   “Strong company cultures, deliberately shaped, are the difference between businesses that are great versus those that are just good enough,” they add.   The authors define organizational culture as a set of actions, habits, rituals, and beliefs that determine how work gets done, how decisions get made, and how people experience their workplaces.   "Strong cultures don't emerge by accident," share the authors. "They're built—with clarity, consistency, and design. This book is your guide to intentionally designing a culture that is resilient, inclusive, powerful, and effective."   Informed by over thirty years of operating experience across sectors and in the boardroom, the authors offer these strategies for desig...

10 Quotes From The 5 Levels Of Leadership -- John C. Maxwell

Soon I'll post my full review of John C. Maxwell's latest book, The 5 Levels of Leadership .  In the meantime, here are some of my favorites quotes from the book that I believe should become a must-read book by any workplace/organizational leader: Good leadership isn't about advancing yourself.  It's about advancing your team. Leaders become great, not because of their power, but because of their ability to empower others. Leadership is action, not position. When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other. If you have integrity with people, you develop trust.  The more trust you develop, the stronger the relationship becomes.  In times of difficulty, relationships are a shelter.  In times of opportunity, they are a launching pad. Good leaders must embrace both care and candor. People buy into the leader, then the vision. Bringing out the best in a person is often a catal...

The Phoenix Encounter Method For Leaders

“All businesses sooner or later face the need to reconstruct their future,” explain the authors of the new book, The Phoenix Encounter Method . “They will need to destroy part or all of the incumbent business model in order to build their breakthrough, future-ready organization.” Therefore, this book shares a new method of leadership thinking – the Phoenix Encounter – relevant to all organizations in today’s ever-changing environment. Readers will learn how to proactively bridge the gap between perceiving a threat and doing something about it. Written by three INSEAD professors ( Ian C. Woodward , V. “Paddy” Padmanabhan , Sameer Hasija ) and Rum Charan , you’ll learn the steps needed to create a wider range of options to: Defend your organization Fortify its core business Build specific renewal initiatives The steps are grounded in transformation that includes these three elements : The Phoenix Attitude : a set of mindsets, habits, and behaviors that allows a leader to ...

Six Steps For Discussing Poor Performance With An Employee

As a leader, the time will come when you will have to speak with an employee about his or her poor performance. Here are  six steps  that will guide you through that process: Tell him what performance is in need of change and be specific. Tell him how his actions negatively affect the team. Let the discussion sink in. Set expectations of performance improvement and timeframe, and get his agreement on the desired outcome. Remind him that he is a valuable part of the team and that you have confidence his performance will improve. Don't rehash the discussion later. You made your point. Give him to make his improvement.

How To Be An Inspirational Leader

Today, I bring back one of my most-read blog posts from 2017. It read as follows: At the end of each year, I select my choice for the  best new leadership book  for that year and then highlight that book on my blog. Well, we're only five months into 2017 and there is a new leadership book so good that I can't wait until year-end to share it with you. And it's likely to be among the select few options for best new leadership book of 2017. It's called,  The Inspiration Code , by  Kristi Hedges . Perhaps now more than any other time, the need for inspirational leadership is critical in the workplace. Filled with profound insights and compelling data and based on a commissioned survey on who and what inspires people, Hedges uncovers a set of consistent, learnable behaviors that dramatically enhance leadership success. And shows you  how to inspire those you lead. And, how to energize people every day . Kristi Hedges But, first, what exactly is inspiration? Hedges ex...

Learn How To Identify And Overcome Your Leadership Blindspots

"A blindspot is an unrecognized weakness or threat that has the potential to undermine a leader's success," explains author Robert Bruce Shaw .  "Blindspots are tenacious and can reappear, causing problems over a leader's entire career." These blindspots can cause great harm when leaders fail to see what is right in front of them.  Compounding the challenge says Shaw is that: "People who are smart and self-assured are often very skillful at justifying their thinking and behavior--to the point of being in denial about their weaknesses and the threats they face. One of the burdens of moving up is that the complexity of the decisions leaders face increases at the same time as their ability to reveal their vulnerabilities decreases . Blindspots are both the result of individual traits and situational factors.  According to Shaw, there are 2 0 common leadership blindspots that fall under these four categories : Self Team Company Markets ...

How To Achieve Bigger Goals By Changing The Odds

Dive in for a fascinating read as you discover the life-changing power of probabilistic thinking, taught by Kyle Austin Young in his new book, Success Is A Numbers Game .   “Every goal that you’re pursuing has two hidden numbers attached to it—a probability of success and a probability of failure,” explains Young, “If you can make the first number bigger and the second number smaller, you can rewrite your predicted outcome.”   “Whether you’re trying to start a business, run a marathon, get a promotion, earn a pilot’s license, grow a bumper crop of tomatoes, or sign an acting deal, these two percentages are always lurking in the shadows predicting what is going to happen.”   But, adds Young, "Most of us never think about them. We assume our odds are unknowable and unchangeable. This dangerous lie leads millions of people to fail at goals where they were perfectly capable of succeeding. You can choose a smarter path,” encourages Young.   In Success is a Numbers Game ...

The 10 Questions Leaders Should Ask

Here are  10 important questions  business leaders should ask, according to  Ken Blanchard  and  Garry Ridge , authors of  Helping People Win At Work : Does my business have a clear, meaningful, and easily understood vision/mission? Do I have the right people in the right seats on the bus? Do I have a BHAG (big hairy audacious goal), and have I communicated it to my employees? Are my values driving the behavior I want in my organization? Am I creating a culture that increases employee engagement? Am I cultivating a spirit of internal and external learning? Do my employees know what an A looks like, and am I supporting them to get that A? Are our products/services creating lasting, positive memories for our customers? Do I have the best, most timely data and information to help my business make good decisions? Are our key performance indicators the right ones, and are we measuring what matters? And, one more questions to ask is: Do we ...

42 Ways To Get Better At Getting Better

42 Rules For Getting Better At Getting Better is the sub-title of the new book, Practice Perfect . This is an interesting book because it is co-authored by three teachers and clearly it's a book for and about teachers. But, as the authors remind us, as leaders, we are also teachers.  And, that's why Practice Perfect is a valuable read for everyone who wants to help their employees grow and excel through practice. And, although there's a handy three-page summary of the 42 rules toward the end of the book , take the time to read about each rule covered in the chapters: Rethinking Practice How To Practice Using Modeling Feedback Culture of Practice Post-Practice: Making New Skills Stick Key lessons and takeaways for me from the book include the following tips for  providing effective feedback when working with someone who is practicing a skill : Correct instead of critique. Ask participants to redo an action differently or better rather than just ...