Make Money Recruiting

Self-esteem is a wonderful thing. If you have high self-esteem, you’re a better person, right? Not necessarily! Self-esteem is our perception of ourselves. But what if your self-assessment bears no relationship to reality?  

Some hold themselves in high-esteem, deservedly so. Others do not hold themselves in high regard even though an objective assessment would prove otherwise. With these types of disparities can we trust self esteem to be a good measure of our character and competencies?

Many organizations, including school districts, corporations, public entities, etc., developed initiatives based on the reasoning that higher individual self-esteem would benefit society. In California, the State legislature actually passed a Bill and enacted a law concerning self-esteem. (AB 3659 created the California Task Force to Promote Self-Esteem… authored by John Vasconcellos, 1995).   

DOES HIGH SELF-ESTEEM RESULT IN BETTER PERFORMANCE?  

Self doubt is a terrible burden. Second guessing, always coming up short, feeling inferior, are symptoms of low self-esteem. It stands to reason if you are confident in your abilities you will act in a fashion consistent with that belief. The pioneering motivational theories (E.g., Maslow’s “Hierarchy of Needs,”) supported the benefits of this characteristic. 

We admire people with confidence, and envy them. However, does high self-esteem translate into high performance? The answer, although not completely clear, seems to be NO, it does not. An extensive study involved a review (meta-analysis) of all major studies (over 18,00 articles) on self esteem and concluded that high self-esteem has either weak, negative, or non-existent correlations to “school performance, job and task performance, interpersonal relations, happiness…” etc. (Elish, J., “FSU Study Finds Self-Esteem Programs Don’t Work,” FSU.com, 2004, 03/01)

Additional research confirms the premise that high self esteem is not a good predictor of success, good behavior, or high performance. In fact, it may prove to be a contra-indicator in some of these areas. For example, violent criminals score higher on self-esteem measures than the more law-abiding (Baumeister, R., “Violent Pride,” Scientific American, 2001, 284, No.4, pp.96-101).

IMPLICATIONS FOR THE WORKPLACE  

It would seem that applicants with more self-esteem would have an advantage in the hiring process. After all, they would have a higher propensity to exude confidence, and tout their accomplishments. They would also have that “firm handshake,” eye contact, and other attitudes and behaviors that recruiters like to see. Likewise, seasoned employees with that positive, “can do” attitude are appreciated by supervisors. But in the workplace, as in life, the real test is in results, not nice words or confidence. The research does not support the connection between self-esteem and job performance.

We’ve all seen the overconfident employee and may even think of them as a “blowhard.” And, we have all seen the quiet person who just performs their work, efficiently and effectively. I’m not implying that all employees with high self-confidence are poor performers, nor am I indicating that those with low self-confidence will consistently outperform. The point is that one’s self-confidence is not a good indicator of ability, value, or capacity to achieve results.  

Substantial numbers of the “Generation ‘Y’” employees who inhabit our workplaces today were raised in a positive self-esteem promoting environment. Many of these individuals enjoy a sense of confidence and ability which far exceeds their actual (objective) performance. They were consistent receivers of accolades, awards, and “at-a-boys,” “good job,” “you’re the best,” throughout their developmental years. No wonder they believe they’re invincible. Frequently their confrontation with a realistic assessment is their first encounter with “harsh” reality.  

TIPS FOR MANAGERS  

–question your preconceived notions, and biases, concerning self-esteem

–don’t overlook the shy ones that don’t “toot their own horn”  

–give the less demonstrative employees a chance to “shine”  

–hold the “high esteem” employees accountable for results  

–recognize that because someone is confident, doesn’t necessarily mean they will be able to perform competently  

–don’t diminish or disregard employees who are reluctant to “join the bandwagon;” their reluctance may be warranted  

–be political, strategic; perhaps even gentle when criticizing young employees with outsized egos – don’t “burst their bubble” too quickly or forcefully  

–provide honest, yet supportive feedback to employees concerning their performance  

–value all individuals for their uniqueness and ability to perform.

Ben A. Carlsen, Ed.D, MBA, is an experienced CEO and manager. Dr. Carlsen has over 30 years experience in management, consulting, and teaching. Currently the Head of the Business Department at Everest Institute, Hialeah, FL., he was Chairman of the Los Angeles County Productivity Managers Network and President of the Association for Systems Management (So. Calif. Chapter). Additional information can be obtained at http://drben.info

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