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How to increase the confidence level of your employees

December 14, 2020


Most of the Managers irrespective of the seniority or stage of their career face the challenge of having timid people in their team. The corporate world is cut-throat, for people starting from the CEO-level up to even the Project Managers or Team Leaders, and it’s truly an issue if you don’t have the people who are ready to take charge and execute their responsibilities confidently with a sense of enthusiasm.


Managers are occupied for most of their time with issues like business operations and expansion. No harm in that, other than the fact that the toll is taken on the time which should have been allotted for their people’s development. The direct result is low productivity, slightly distant issues are revenue and margin losses, and the long-term effect is developing low self-esteem and damaging the HR potential of once-efficient resources, attrition being a sequential event.


The gap between theory and practice


Theoretically, every Manager knows that developing their people is important. Not allotting your time to communicate with your people towards their development and upbringing is just like not lubricating your car only because you’re too busy driving it. But in practice, Managers find out, or able to find out time for the purpose on a very rare occasion. But the good news is, there are small steps that can be taken to create a great difference. Yes, you heard it right.


Changing the way of communication with the individuals


You can start with the timid people by slightly changing your way of communication. When you assign people with a new task you can refill the zeal reservoir of your people by just praising them a little about their performance in the last assignment. Maybe they did not perform up to the best, but every possibility is there that they did good in some parts of it, at the least. So, unless the project was a sheer failure, you can always find out a handful of points to pat their back. Just add a bit of spice to it by telling how it helped the organization or the team.


Let me give one example. Consider that you are going to assign Joe to a new web development project. Getting to the office you called him. While he appeared you told him, “Hey Joe, good morning. We are pleased to assign you to this new web development project.” And immediately you delve into the terms with the client and every technicality.