13 • A bad history with micro managers that has reduced their confidence. • A perception that their supervisor does not engage with them as much as other team members. This lack of engagement could be because the supervisor believes the individual needs less supervision than the other team members because they are competent and do not need as much supervision as other employees. This can result in the employee not feeling important, which can reduce their confidence. • Fear of making mistakes – employees need to feel that it is OK to make mistakes • Labeled as not as good as {name of person who left the company} To support self-confidence in the workplace, Shaver advises that supervisors need a growth mind set, by embracing the words “We don’t know how to do this {fill in the blank} yet.” Shaver encourages supervisors to create brave spaces within their organization that enable people to feel confident. Brave spaces are created by • Encouraging new members to contribute, and providing positive feedback for those contributions • Finding the positive in every situation • Sharing information, not holding back information • Providing clear expectations and guidelines • Being open to new ideas • Quickly recognizing contributions • Sharing when you make mistakes or do not have certain skills Shaver concludes by providing three key foundations to help supervisors achieve high confidence and high trust. He advises giving bite-sized projects to show skills and right-sized projects to match competence. Setting clear guidelines and expectations with team members. Providing as much information as possible about a project a team is working on. PHOTO: Ekaterina Vakhrameeva/iStock/Getty Images Plus FOOD & AGRICULTURE PROFESSIONAL CAREER GUIDE Shavers encourages supervisors to create brave spaces within their organization that enable people to feel confident.
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