Trust and adapt are two qualities that the best managers possess. In other words, adapting means being open, curious, learning and adjusting. It is a virtuous circle that allows you to be even better, more efficient and more satisfied in your professional life. Therefore, the more you know yourself, the more you know what you want, the more inclined you are to make the right choices for you.
It is not the strongest or the smartest who survives, it is the one with the greatest adaptability – Charles Darwin
So, let’s talk about self-confidence and adaptation.
1- The conflict of trusting each other
First, how to maintain a certain degree of self-confidence without falling into arrogance. Is it possible to be modest and confident? Also, how to choose a manager with “inside” confidence and how to improve as a manager.
When hiring a manager. If, with equal competence, you have to choose between a manager who seems to be very confident (high ego index) or one who exudes less external confidence, what will be your choice? In my experience hiring as a manager, I found that the best recipe for the whole aspect of “soft” skills was related to maturity. Thus, management being what it is (complex and full of subtleties, calling for a mix of “hard” and “soft” skills), I have found that an emotionally mature person knows how to adapt to the challenges and the many paradoxes of management that his position will bring.
In short, maturity is in a way the index of inner confidence. For me, professional experience does not equal maturity as much as age does not equal maturity. But how do you test the maturity of a manager?
My tips for testing the maturity of a manager:
Use questions that might be found in an emotional intelligence test:
- First, what do you do when your mood changes? Then, with the behavioural approach: describe to me a situation where your mood has changed, what you have done, and the results obtained.
- Next, how do you deal with your subordinates’ emotions at work?
- For example, management asks to deal with an important file by taking into account XYZ, your opinion is rather to take ABC into account and your subordinates think that GHI is the most important… How do you deal with that?
For you. Do you want to increase your self-confidence or show more adaptation?
My tips for trusting yourself and showing more adaptation:
- First, define how you want to position yourself in your role. (How do you want to be perceived?)
- Then, do the differential analysis between what you project today and what you want to achieve. If you are unsure of your current image, I advise you to ask for feedback on specific aspects from colleagues or people in your network you trust.
- Finally, make an action plan on what is missing.
You can also take an emotional intelligence test and make an action plan afterwards!
2- Adaptation
It’s a fact, everything moves around you: the organization, the colleagues, the market. So how can you adapt while maintaining continuity?
Have you ever heard the following expression? : the only thing that doesn’t change is change! In my experience as a manager, I have used it often. I also see it in all my clients since change is present in most organizations. Indeed, given his role, the manager is there to “hold the fort” and at the same time initiate or apply changes. I love this paradox, because it’s all about balance, trust and flexibility. This is why you need to have good self-confidence to be comfortable in the unknown. I also think you need to have a leadership style that is conducive to making subordinates comfortable with change.
When things are going too fast and you need a break, here are a few tips that can help:
- First, remember the purpose of the change, legitimacy. If it’s not clear, go validate because by your role, you are a carrier.
- Take a break. Go for a walk!
- Also, takestock of your energy reserve.
- Finally, be kind to yourself.