| As a leader you need to cultivate and build your | | | | order. |
| team's confidence. Your team should have | | | | The first project should very easy. Historically |
| confidence in them self as well as confidence in | | | | nations have built monuments to remind them of |
| your leadership skills. In general people will judge | | | | their success. While it might not be appropriate to |
| the probability of future success based on past | | | | create a sculpture or triumphal arch for every |
| performance. As you work with your team you | | | | project, some projects serve as trophies |
| will build a consistent history based on past | | | | themselves. Once a team has had some success, |
| successes and failures. If you maintain a good | | | | the difficulty of their projects can increase |
| track record of success you will create a sense | | | | drastically. When leadership attempts to paint a |
| of optimism that future projects will also be | | | | failure as if it was really a success or just hide it |
| successful. If you have a record of | | | | completely it often amplifies the failure instead of |
| disappointment, your team will probably view any | | | | minimizing it. |
| new projects as having a high chance of failing. | | | | Ignoring this gradual approach to more and more |
| It is the job of the leader to select projects that | | | | difficult projects is on of the major reason leaders |
| will contribute to an overall sense of success | | | | fail. Obviously the market forces and other driving |
| within his team. By starting with projects that the | | | | factors of an organization may make it impossible |
| team all believes will be successful a leader is able | | | | to do things in the best possible order. But the |
| to raise the level of confidence for the next | | | | skilled leader should be able to take larger |
| project. Over time the confidence of a team can | | | | projects and break them down into tasks that |
| be built to a point that it can complete a project | | | | are very doable. In this way you can achieve the |
| that would have been a failure previously. A series | | | | organizations immediate goals and still give your |
| of projects can be completed easily and | | | | team the ability to build confidence even when |
| successfully when they are ordered in such a way | | | | you don't have complete control over what needs |
| to build confidence while the same projects can all | | | | done next or enough ramp up time to do things in |
| be complete failures when done in a different | | | | the way you would prefer. |