My clients also find it useful to distinguish “certainty” from “confidence.” We are often reluctant to attempt an important task or interaction if we are not certain of how it will turn out, i.e., that we can control the outcome. This caution may prevent leaders from taking on the most important issues.

Instead of being certain about people’s responses and the ultimate outcome, I help clients feel confident about their skills to handle whatever response or outcome is elicited. I may not know, for example, how a colleague will reply to my assessment that her work product is unacceptable. I am confident in my ability to hear her reply and respond appropriately.

Placing the focus on confidence rather than certainly allows leaders to take on bigger, riskier topics.