Category Archives: Advice from a Life Coach
November 13, 2013 The Difference Between Confident and Cocky
At first glance, confidence and arrogance share many of the same trademarks: head held high, an ability to dive in and speak up, and a sense of pride in accomplishments. Upon deeper examination, however, arrogance and confidence stand in stark contrast with each other. The best way to distinguish between the two is to ask yourself, “Upon what grounds am I basing my pride?”
1. Cockiness is delusional.
An arrogant person believes their accomplishments are the result of their inherent greatness. They assume, with or without evidence, that they’re better than most everyone else. They don’t take into account the people around them who’ve helped them in the past, or the special circumstances they arrived in that gave them a boost. They lack a sense of gratitude toward the world.
You can see how arrogant thinking is faulty thinking, since nobody became great all on their own. Every present accomplishment is one of a long line of accomplishments, each building off the previous one. No one, regardless of their intelligence, courage, or ambition, can take all the credit for the great work they do. We don’t exist in a vacuum, we exist in a community. Arrogant thinking likes to ignore this fact.
2. Confidence reflects reality.
Healthy confidence, on the other hand, is the practice of learning to ignore what I like to call the “self-saboteur,” that little voice in your head that whispers, “Don’t ask that question, you’ll look stupid,” or, “You aren’t at all prepared to take that on, don’t even try.” The self-saboteur constantly makes you doubt your every thought, motive and goal. In the same way that arrogant thinking is based on lies, the self-saboteur lies to you when it neglects your abilities and undermines your judgment. We must learn to ignore this liar.
Those with confidence issues chronically refuse to give themselves the credit they deserve. Not only is this unfair, it creates an untrue public persona. Why should others place their faith in you when it is clear to them that you don’t have faith in yourself? This can lead to a dangerous downward spiral of self-sabotage at its worst.
If you struggle with self-confidence, reverse the spiral by acknowledging your strengths and achievements. Own it. It is okay to feel good about your talents. You can, and should, pat yourself on the back when you accomplish a goal. And don’t worry about bragging. If you’re worrying about bragging, you probably aren’t arrogant. That thought doesn’t cross the arrogant person’s mind.
3. Confident people learn from their mistakes. Arrogant people do not.
The confident person sees every failure as a necessary setback which brings them closer to excellence in the long run. In fact, without failure, there can be no excellence. They acknowledge their mistake and move forward with an enhanced knowledge of what not to do. The arrogant person, on the other hand, believes they are incapable of failure. Someone else must be to blame, not them, and so the cycle of entitlement continues.
While the arrogant person is still stuck in their deluded world, you’re miles ahead, having grappled, learned and grown.
Tags: Effective Communication, How to Boost Self-Esteem, Improving Relationships, Learning Agility, Life Coaching, Personal Branding
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October 30, 2013 What Makes You Tick? Brain Science and Fulfilling Work
Deep within all of us beats a primal desire to contribute something of value to this world and to stand out as a positive person in the eyes of others. Great managers make this happen.
It’s always nice to find authors who base their ideas in good research. The quote above comes from the book Shine: Using Brain Science to Get the Best from Your People, and its author, Edward M. Hallowell, M.D., does just that.
It turns out–surprise–that happy workers are better workers, but what makes this book interesting is the way it explains the brain science behind why this is true.
Although it is primarily directed at managers, its insight applies to all of us regardless of our position. One of the book’s main themes is that the human brain is wired to work hard, and we are fulfilled when we are fully engaged in our work. Even so, Hallowell points to several common pitfalls people encounter even in work they enjoy. Examples of this are feeling disconnected from peers, feeling overworked, and being afraid to take risks.
The formula for what Hallowell calls “shining”–excelling in your work and feeling fulfilled–is a concise, five step process:
1. Select-choosing the right job
2. Connect-interacting face-to-face with peers on a daily basis
3. Play-having room to experiment and get creative in your position
4. Grapple and grow-being challenged, but not overwhelmed
5. Shine-when all the above steps come together, you find real excitement in your work
Many clients come to me feeling unsure about whether they’re in the right job. Although we’re often able to work together to make positive changes within the job itself, there are cases where clients would do better to fill a different role. But you can’t know what job is best for you until you know your own strengths, and this is where Insights comes in. I’ve helped numerous people “re-calibrate” themselves by helping them fully appreciate the unique strengths they bring to their teams. Once you get that big ball rolling, the rest follows. You connect more easily with your peers. You feel comfortable in your ability to experiment, or “play.” You’re confident in your ability to take on challenges. And you find fulfillment in your job, as it is based on something you’re good at doing, and like doing. But it all starts with being in tune with yourself.
Reference
Hallowell, Edward M., MD, Shine: Using Brain Science to Get the Best from Your People. Boston: Harvard Business School Publishing, 2011.
Tags: Career Coach Advice, Effective Communication, How to Boost Self-Esteem, Improving Leadership, Leadership
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October 16, 2013 How Do You Decide What To Decide?
Decisions bombard us every minute of every hour of our day. They come in all types: some are so trivial and daily–like choosing what to wear or eat–that we hardly notice them, while other types of decisions can make life pretty stressful. Still others appear trivial at first, but turn out to be deceivingly tricky. How to word an email, for instance, seems small but can be extremely difficult.
So the question inevitably comes along: How do we make decisions, and how do we know that our decisions are good at the time that we make them?
Understanding a bit of psychology helps us answer these questions. We know, for example, that gut decisions are generally not good decisions, because they are fueled by our emotions, which as we know, can shift in a heartbeat. Tony Swartz, CEO of The Energy Project, writes that “Our first challenge is resist being reactive. Many of our worst decisions occur after we’ve been triggered–meaning that something or someone pushes us into negative emotion and we react instinctively, fueled by our stress hormones, in a state of fight or flight.”
Any decision we make under this kind of fight or flight stress is only concerned with resolving the present issue and disregards future consequences. You can see why this usually doesn’t work out. A shortsighted perspective yields rash decisions that cause more stress in the long run.
This isn’t to say that decisions should be completely divorced from your feelings. Some decisions that make the most logical sense aren’t always the best decisions to make. Sometimes irrational decisions yield the greatest benefits (see my post on taking risks). So I know that our feelings are deeply tied to how we choose, as they should be. However, I do want to caution you to take a step back when you have the urge to make an impulsive decision. If it’s a decision you should make, that feeling will stay with you, and therefore you can sit on it for a day.
This is because good decisions are based on how you’ll benefit from them in the long run . Of course, what you wear today is not a very world-shattering decision, but you can view your little decisions as components of larger patterns. What you tend to wear, or how you tend to eat, compose a larger lifestyle you create for yourself. And because all the aspects of your lifestyle are connected, you can always trace your larger decisions back to the small ones.
In summary:
1. Good Decisions aren’t based on reactions. Decisions should be thorough, and to be thorough you need perspective, which leads to point 2…
2. Good Decisions are made when you have a healthy view of yourself and your surroundings.
3. Good Decisions follow your deepest convictions. What values do you hold to? Where do you see yourself a few years down the line? What are your dreams? These questions help guide you to making the decisions that give you the life you want to have.
Tags: Career Coach Advice, How to Change Your Life, Job Hunt Advice, Learning Agility, Stuck at the Crossroads, UXL
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