Leadership is a balancing act, and like even the most experienced tightrope walkers, leaders must always be aware of maintaining their center of gravity between confidence and being convinced.

What exactly do I mean by that?

Confidence is recognizing that one is responding in the best way possible given the information available at the time. Some people just naturally have confidence in their actions. For many others, it develops over time, with experience. Confidence is about trusting one’s instincts, believing that you have the ability to weigh out the options and make a decision that serves your organization well.

Being convinced, on the other hand, means that you are sure you have the answers. That may seem like splitting hairs, but in reality, there is a major distinction between these two characteristics. People who are convinced quit seeking new information. After all, if you have the answers, why waste your time listening to additional input. Confident people, on the other hand, continuously seek out new information. They see it as critical to making the best decision in the moment.

The tricky part is, people who are convinced actually may have had the answer . . . at one point in time, for one specific situation. It worked. They figured it out. They built the model, identified the missing link, accurately predicted the situation. The flaw in this way of thinking is that variables are changing all the time. However, when people are lauded for identifying the right answer one time . . . well . . . when you are recognized for selling hammers, it is easy for every situation to start looking like a nail.

This balancing is a part of what Collins refers to as Level 5 Leadership – someone who displays both fierce resolve and personal humility. Put another way, the increase in ego that comes from being convinced that you have THE answer may blind you to the new information that could yield the best result. So how does one successfully walk the tightrope between confidence and being convinced?

1. Recognize that most solutions are situational. Sure, there are some universal truths…but unless you are dealing with gravity or chemical reactions, let’s just assume you haven’t stumbled on to one.
2. Develop a framework for thinking rather than automatic responses. It can be very helpful to run your consideration through a set of values, a vision for the outcome, that helps guide your thinking without dictating specific actions.
3. Always look for the unique variables that could impact your decision. Consciously looking for differences keeps you from relying on a solution that was ideally suited to an entirely different situation.

Hoping for more specific answers on how to traverse this tightrope? Sorry, that would require me being convinced I have the answers. Rather, I will remain confident you can figure it out…one step at a time.