What is professional self-esteem and what does it have to do with employee performance?
In my last post, I suggested that job performance problems are typically the result of either low self-confidence (competence) or low self-esteem (motivation). Between the two of these concepts, low self-esteem may be the least understood.
In my last post, I suggested that job performance problems are typically the result of either low self-confidence (competence) or low self-esteem (motivation). Between the two of these concepts, low self-esteem may be the least understood.
In general, self-esteem is determined by the difference (or gap) between your “ideal self” and your “actual self.” The closer you resemble the kind of person that you aspire to be, or your ideal self—the better you feel, and the happier you are. Conversely, the further you stray from the fundamental goals, character, or values of your ideal self, the worse you feel—and the unhappier you become.
Professional self-esteem is something slightly different. Professional self-esteem is determined by the difference (or gap) between where we want to be (and think we should be) in our career, and where we actually are at this time.
One thing we know is that professional self-esteem plays a very important role in determining our motivation to excel—and therefore directly affects job performance.
One thing we know is that professional self-esteem plays a very important role in determining our motivation to excel—and therefore directly affects job performance.
The key to gauging your team’s professional self-esteem is to determine the difference between each person’s unique ideal work self, and his or her actual work self, as observed by you and by others.
We all have a vision of the quality of worker we think we should be, and the career that we expect for ourselves. It is how we envision ourselves in our work roles ideally.
For example, you may picture yourself as a competent and confident professional who performs at a high level and is recognized and rewarded for your accomplishments and contributions to your organization.
However, you may actually not be getting the recognition you feel you deserve, or you may not be doing as good a job as you think--either of which is disappointing and demotivating.
Therefore, to even begin to close the gap, you need to know if and when you are doing a good job!
How do you know if it’s low professional self-esteem?
The sign of low self-esteem will be an expression of cynicism.
This cynicism comes from either an actual gap between the individual’s ideal self and actual self ("I am not happy with my job performance, or am not where I hoped to be in my professional development or career"), or from the belief that he or she is not perceived fairly by their company’s leadership ("I am not being recognized for my contributions").
Clues of cynicism for you to listen for include, “It doesn’t matter what I do, it won’t make any difference.” “This isn’t fair.” “It’s not what you know, its who you know.” “I don’t know what they expect from me.” These statements are examples of cynicism and point to a low professional self-esteem.
The sign of low self-esteem will be an expression of cynicism.
This cynicism comes from either an actual gap between the individual’s ideal self and actual self ("I am not happy with my job performance, or am not where I hoped to be in my professional development or career"), or from the belief that he or she is not perceived fairly by their company’s leadership ("I am not being recognized for my contributions").
Clues of cynicism for you to listen for include, “It doesn’t matter what I do, it won’t make any difference.” “This isn’t fair.” “It’s not what you know, its who you know.” “I don’t know what they expect from me.” These statements are examples of cynicism and point to a low professional self-esteem.
Once you diagnose low professional self-esteem in your team, what can you do about it? The next step is simply to help facilitate the journey toward becoming more like their ideal professional selves (a journey of professional development).
It’s time to start asking some questions. By discovering the career hopes and dreams of your team (and how they are currently measuring up to those ideals), you can help identify any roadblocks to getting them back on track. There could be any number of obstacles interfering with aligning a person’s actual self with his ideal self. Maybe it’s a real developmental deficiency that he does not realize, or perhaps his past contributions have gone unreported or unrecognized. Maybe he has not been perceived correctly by his leaders, or conversely is lacking self-awareness when dealing with colleagues.
Whatever the barrier, most issues can be overcome once recognized and dealt with directly!
It’s time to start asking some questions. By discovering the career hopes and dreams of your team (and how they are currently measuring up to those ideals), you can help identify any roadblocks to getting them back on track. There could be any number of obstacles interfering with aligning a person’s actual self with his ideal self. Maybe it’s a real developmental deficiency that he does not realize, or perhaps his past contributions have gone unreported or unrecognized. Maybe he has not been perceived correctly by his leaders, or conversely is lacking self-awareness when dealing with colleagues.
Whatever the barrier, most issues can be overcome once recognized and dealt with directly!
Oftentimes, it is simply poor leadership that is holding back a team member’s progress toward reaching her full potential. People need (and deserve) direct and honest feedback – good or bad, with proper praise and recognition when earned, or correction and redirection when warranted.
Neglect of this principal will always lead to problems!
Once your team members have a vision of their ideal professional selves, and what they hope and expect for themselves within the organization, it’s up to you to show them a clear path to those ends. A good leader will also hold them accountable to their own behaviors along the way – with consistent and honest feedback at every conceivable opportunity.
Neglect of this principal will always lead to problems!
Once your team members have a vision of their ideal professional selves, and what they hope and expect for themselves within the organization, it’s up to you to show them a clear path to those ends. A good leader will also hold them accountable to their own behaviors along the way – with consistent and honest feedback at every conceivable opportunity.
People need to know that someone is paying attention to them and their work! They need to know that their actions and behaviors make a difference—one way or another. In reality, it takes very little time and effort on your part to make some initial observations, initiate a safe, but realistic discussion about their current situation, and develop a path toward personal excellence—monitored by continual dialogue and guidance. This is professional development in action!
Once you are on this path to facilitating high self-esteem within your team, you will be rewarded with their loyalty, and by their demonstrated motivation for achievement and superior performance!
What are you waiting for? It’s time to get started, today!
In my next post, I'll discuss the role of self-confidence in job performance, and how to recognize the hidden clues that will help you to determine if there is a problem. It may not be what you think it is...
Once you are on this path to facilitating high self-esteem within your team, you will be rewarded with their loyalty, and by their demonstrated motivation for achievement and superior performance!
What are you waiting for? It’s time to get started, today!
In my next post, I'll discuss the role of self-confidence in job performance, and how to recognize the hidden clues that will help you to determine if there is a problem. It may not be what you think it is...
RSS Feed