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Organizational confidence

Organizational Confidence, how and when, a full research about how organizational confidence can change our behavior through multi-stages of actions and reactions.

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Organizational confidence

  1. 1. Organizational Confidence 1
  2. 2. Confidence is a belief that success is possible. It's an expectation of a positive outcome for a particular situation. You're weighing yourself and the situation. Will this work? Can this work? If you believe it can work, then you put in more effort, you don't give up so easily, you're willing to practice and be prepared because you believe it will pay off. 2
  3. 3. 1 2 1 2 3 4 5 - o What's the relationship between personal confidence and organizational confidence? Organizational confidence definitely has a personal dimension. All the work in organizations is done by 3
  4. 4. people whose confidence affects the amount of effort they put in and the amount of loyalty they feel. 1 2 3 4 Confidence at four levels: 1- Self-confidence. 2- Confidence in other people. 3- Confidence that the system is delivering what's required to help people perform to high standards. 4
  5. 5. 4- confidence that external stakeholders— investors, customers, the media, and regulators—have in the organization. All four levels of confidence interact. By : Rosabeth Moss Kanter " Confidence " - * What's one thing we can all do today to begin cultivating organizational and personal confidence? Focus on small wins. Pick a goal and tackle it. That success becomes the foundation for feeling you can go on to do more. Building organizational confidence…. and turning losing streaks into winning streaks, is the work of leaders. Great leaders build winning streaks, prevent losing streaks, and in turnaround situations, they focus on changing the momentum. Turnarounds are always worse than the new leader thinks because the organization is depressed and skeptical because previously promised 5
  6. 6. changes have not come to fruition. And there are problems under the surface that haven't even been discussed. Leaders have to combine "bold strokes" that have an immediate impact with initiation of a "long march." Bold strokes coming from the top of an organization can result in fast and specific changes, but the changes are likely to be short-term, and the organization's systems and habits will remain unchanged. The long march, which will be slower, fuzzier, and where the leader has less control, creates sustained long-term momentum by changing the systems and habits to build organizational confidence. The work of leaders is to build confidence in others, even prior to achieving positive results; the confidence that is created will actually lead to the intended positive results. Two actions that leaders can take which have a positive symbolic value include: Fixing what people see every day. This is a small and simple step that creates a good mood and positive behaviors. It can include cleaning up the work environment and solving basic problems that workers find annoying. Also, it is a small win that builds the credibility of the leader. Confidence and winning streaks are built through small wins. Investing in people to show them that they are worth it. As opposed to holding out a reward for achievement of results, a strong sign can be an investment in people before results are achieved. By showing that the leader thinks that the organization merits the investment, it boosts organizational confidence. Just the slightest glimmers of confidence in losing organizations can get the ball rolling. 6
  7. 7. 1-Aspirations. 2-Abilities. 3-Actions. 4-Alignment. 5-Articulation. The Organizational Trust Equation Aspirations Identify what keeps people working and focus your organization's aspirations by looking up . Abilities Make sure your organization has the resources to execute its stated aspirations, and that your company is empowering employees to put life into their vision. 7
  8. 8. Actions Don't let distractions, crises, or crusades slow down your organization's productive momentum. Alignment Be consistent in your aspirations, and consistent between your aspirations and your abilities, your aspirations and your actions, your abilities and your actions. Articulation Communicate with your peers, your reports, your company at large, as if you have an orchestra and you can use every instrument in turn, or in groups, or en masse, whatever your choice. 8

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Organizational Confidence, how and when, a full research about how organizational confidence can change our behavior through multi-stages of actions and reactions.

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