Get in Your Own Head: Building Managerial Confidence

Stepping into your first management role can feel like standing at the edge of a diving board, exciting and terrifying. That feeling combination can create insecurity. The good news? Confidence is not something you are born with or without. It is something you can deliberately build through reflection.

I have had the opportunity to be the first person to hold various positions in different organizations – from associate general counsel to associate dean of administration and finance to vice president of HR and strategic initiatives. In each situation I was excited for the role but scared about all the things I did not know or had never done before. These experiences taught me that I can develop and work with confidence by practicing four reflections.

Mine Your Past for Data

It is not an accident that you are in this role. Start by reflecting on your past successes and the behaviors that others have consistently rewarded. What patterns appear? Perhaps colleagues praised your analytical thinking during project reviews, or your boss highlighted your ability to stay calm under pressure. These are not just nice compliments, they are data points revealing your strengths.

Operationalize this reflection by making a list of the specific actions that led to recognition and positive themes keep appearing in feedback and reviews. This reflection is not about ego. This is about understanding the foundation you are already standing on.

Preparation: Your Confidence Anchor

Here is the truth new managers often miss – you cannot control outcomes, but you can control your preparation. This is where real confidence lives, knowing you have done everything possible to set yourself up for success without being attached to perfection.

Before difficult conversations, research the issues thoroughly. Before team meetings, consider different perspectives and potential objections. Before making decisions, figure out what questions you are trying to answer, gather input from relevant stakeholders, and consider quantitative and qualitative data. This is not overthinking, it is building the competence that breeds genuine confidence.

Listen to Trusted Counsel

Reflection in isolation has blind spots. Identify two or three trusted mentors or advisors who will give you honest feedback. Not just the encouraging kind, but feedback that prompts growth-focused action. Regular check-ins with these truth-tellers will help you see patterns you might miss and adapt before small issues become big problems.

Embrace the Learning Curve

Here is the final piece new managers must accept you will make mistakes. Not if, when. The most confident leaders are not those who never fail. They are those who learn the fastest. When you get it wrong, own it completely, extract every lesson available, and apply that learning to your next decision.

Confidence built through reflection is different from confidence built on ego. It is grounded in self-awareness, strengthened by preparation, and refined by feedback. Most importantly, it grows stronger with each challenge you face.