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

1. Organizational Confidence
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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.
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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
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4. people whose confidence affects the amount of effort
they put in and the amount of loyalty they feel.
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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.
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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 "
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* 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
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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.
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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.
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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.
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