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    Brain Circuits

    Is negative self-perception harming your career?

    by Ginka Toegel Published November 24, 2023 in Brain Circuits • 4 min read

    Women are more likely than men to think that others have lower confidence in their abilities. Find out if this applies to you – and what you can do about it.

    Do you correctly predict how others perceive you? Aligning meta-perceptions to reality is important because it can impact our behavior. For example, if I think I have what it takes to occupy the CEO’s office, but I doubt the decision-makers would see it that way, I may assume it’s futile to apply in the first place. This kind of negative meta-perception becomes a self-limiting behavior.

    Ask yourself about these three common, self-limiting behaviors and see if you can correct them.

    As more women take up leadership positions, the generalization that we lack confidence is cracking. And yet, as old stereotypes are challenged by new realities, some crucial misperceptions remain concerning the appearance of a lack of confidence. Addressing those could unlock potential for the good of all.
    As more women take up leadership positions, the generalization that they lack confidence is cracking. And yet, as old stereotypes are challenged by new realities, some crucial misperceptions remain concerning the appearance of a lack of confidence. Addressing those could unlock potential for the good of all

    1. Do you make your achievements at work known to others?  

    If not…

    Take credit for your achievements

    Don’t presume that others will invest the cognitive effort to analyze individual contributions as they happen. If you achieved something positive, something beneficial, claim credit for it, especially if you are someone who assumes blame when things go wrong. Don’t deflect credit to external factors or others and own your hard-won achievements.

    2. If you think you deserve a raise, would you ask for it? Similarly, if there’s a coveted job opening at work and you are not explicitly asked to apply, would you still submit an application?

    If not…

    Ask for what you want – and negotiate

    Some people are reluctant to overtly negotiate or ask for a raise or promotion. Not asking might be interpreted as a lack of ambition and puts you at a disadvantage.

    3. In a first meeting with a group of important people, do you tend to stay quiet to avoid wasting anyone’s time or making an embarrassing mistake?

    If so…

    Speak up to introduce others to your competence

    In a first meeting, speaking up and taking initiative are seen as “competence cues,” signaling leadership potential, since those behaviors are associated with proactivity. The cues can include speaking up to make a point, summarizing data, or just asking a question that stimulates conversation. Being proactive at the beginning of a group’s life is essential since status is ascribed early and group members who initially achieve high status are likely to retain it. Remember this next time you are tempted to keep quiet during a meeting.

    Further reading:

    Fix the system, not the women

    Unlocking confidence: strategies to help women thrive as leaders

    Authors

    Ginka Toegel

    Professor of Organizational Behavior

    Ginka Toegel is a teacher, facilitator, and researcher in the areas of leadership and human behavior. Specialized in providing one-to-one leadership coaching and team-building workshops to top management teams in both the public and private sector, her major research focuses on leadership development, team dynamics, and coaching. She is also Director of the Strategies for Leadership program and the Mobilizing People program.

    Related

    Further reading: 

    Thinking Fast and Slow by Daniel Kahneman 

    Authors

    Ginka Toegel

    Professor of Organizational Behavior

    Ginka Toegel is a teacher, facilitator, and researcher in the areas of leadership and human behavior. Specialized in providing one-to-one leadership coaching and team-building workshops to top management teams in both the public and private sector, her major research focuses on leadership development, team dynamics, and coaching. She is also Director of the Strategies for Leadership program and the Mobilizing People program.

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