As a technical leader, your team will look to you as the face of the organization. You reflect the health of the organization. Often we are acutely aware of our own shortcomings, including places where we could do better. There is very little value in publicly doubting yourself or being self-critical, much like leaving your troubles at home. Leading with confidence will help your team follow effectively and deliver the best results.

I recall one of my first junior executive roles where I felt the pressure of many people making requests of my time and my team. I experienced a feeling that I was falling short on many of those expectations. At times I would share that with folks on my team. What I found was that this lead to confusion. It diluted my team's focus when I asked them team to tackle the next big challenge. My doubt spread to my team and lowered their effectiveness.

I’m reminded of the conversation in the movie “Bridge of Spies” where Tom Hanks asks an accused foreign spy why he isn’t panicked about his possible severe punishment. In response, the spy says “would it help?” It’s a question we should ask ourselves often as we lead our teams.

A former boss shared with me a mental model that has helped me understand the importance of my influence on my team. He said “your team is always going to be some smaller percentage of your enthusiasm in the direction and plan. If you are less than one-hundred percent confident, you’re further diluting the confidence your team brings to their work.” Even with some doubts, I needed to keep those doubts from weighing down my team.

I’ve seen leaders who take this confidence to an extreme that comes across as arrogance. I do believe it’s important to avoid the appearance of arrogance. I found that my natural tendency leaned much farther in the realm of self criticism and I was not at risk of coming across as arrogant. It is worth realizing that the cost of sounding overconfident is small relative to the value it brings to your team. You can help your team tackle the execution with solid conviction.

I struggled with the feeling that I was being less than genuine at times. I pride myself for being honest and communicating a candid assessment of mistakes, risks and possible negative outcomes. I found that it is possible to admit mistakes when that admission serves a purpose, sometimes in individual conversations. When you look forward, confidence is an effective tool to achieve what comes next regardless of the mistakes in the past.