by Camelia Tiu

Comfort and performance are directly proportional to the level of self-confidence, even in office life. Now some ingredients of success are no longer secret in situations where you want the people you work with to master the situation in order to fully contribute to the common goal.

Below, you will find 4 questions, to which by symbolically giving a score from 1 to 5 to each topic, you can measure the degree of confidence that your team members have in their own abilities, depending on the environment of work created, or better said, depending on the trust you give them:

• How clear is the image of the project and/or the company, that the Big Picture?< /li>

It often happens that we lose our attention or power of concentration or even energy because we could not visualize the final goal and did not understand exactly what is the personal contribution to it. Constantly ensure that team members can see the success of the whole group beyond individual success, to eliminate any need for destructive competitiveness and replace it with mutual encouragement.

• How much do they know how to collaborate?

In order to advance a collaboration, in the first phase, knowledge is needed. From the position of a team leader, you have the responsibility to create knowledge environments for the team so that they can later collaborate and support, environments of the type team building.

• How easily do you give the chance to make decisions?

The final responsibility over a fact or the authority over a situation, generally determines people to allocate maximum energy and concentration to cover the need, implicitly to obtain the best result from the available resources. Practice such situations regularly, through a less obvious rotation and give people support, but also the confidence to take risks. Situations with surprising results are those when solutions or ideas appear that you would not have thought of.

• How often do you recognize the merits?

It is said that the leader is the one who responds in a crisis situation, but also the one who receives the appreciation when it comes to a success. How would it be for this state of assumption to be a general one at the level of your team? Mistakes should be recognized, accepted, aiming to avoid them, and the performance recognized transparently, but also punctually, so that it can be transmitted and retained easily as good practice, but above all to provide the feeling of satisfaction after an effort. While in some situations, material acknowledgments have a greater effect, there are cases where sincere appreciation can weigh heavily.

He repeats the test every 4 months, symbolically, for 1 year and analyzes the results. Numerous exercises of this kind, applied in different teams, have demonstrated an increase in self-confidence, automatically generating the reduction of frustrations and negative energy in a team.