雖然我們生活在有自信的光榮，與無可避免的自我懷疑中，但是如果你相信自己比實際的自己還要強，確實有好處。
第一是你會有較強的企圖去做困難的工作。相信你能夠做一些困難的事只是一半， 然而如果你真的太過誇大你的能力，按照定義，你就會失敗。
第二是你有機會忽悠別人相信你確實是有實力的。多數的人最後會發現事實，然後你忽悠別人活得的私人利益都會被人家對你的負面形象洗刷殆盡。
一個會迷惑他人相信他是慈善而有天才的領導者，會誤導他的跟隨者陷入長期的風險。相對的，一個誠實自覺自己有能力極限的領導者，比較不會犯錯，讓他的組織、團隊陷入危險。
領導者通常并不自覺。雖然人的領導天分是常態分配，但是80%的領導者自信他比別人優秀。但是，人的自戀會隨著時間更增強，而不能期待他能夠客觀誠實的做自我評估，讓他能夠謙虛。當一名充滿自我幻想的人，身邊圍繞著阿諛奉承的人的時候，他就很容易忽視掉該被他重視的中肯回饋意見。
無論你想要做老闆管理或是作為一名企業教練在指導領導者，提供必要的回饋。以下有幾個作法可以供你參考：
- 配合他的個人動機。沒有人喜歡被人批評，尤其是具有高聲望的個人。然而，如果你能夠幫助老闆認知你可以幫助他達成她的目標，他會關注的。要最有效的作法是配合他的動機與價值觀。例如，他很在乎個人的聲望。那麼，可以展示給他知道，他實際的聲望并不如他自己的想象，同時提醒他該如何調整他的行為與語言。另外，如果他在乎的是實際的權威，就可以告訴他：“如果你改變X與Y的組合，可以提高你超越同儕的實際績效，獲得別人對你的尊重與服從。”
- 讓資料事實說話。領導者并不完全在乎他人對他的看法，有些人會自我陶醉。從正面看，他們在乎結果績效，以及客觀數據。因此，讓他們自己做360度自我評估與員工回饋，可以讓他有機會重新審視自己，讓他看到自己的盲點。遺憾的是，這些多半只是學術說法，很少見到成功名人做多類似的自我評估。
- 提醒過度自信的負面結果。最後，要注意的是，即使願意接受科學檢驗數據的領導人，都會傾向於忽略檢驗結果數據的真實而中立的性質。他們傾向於抗拒接受檢驗數據顯示的問題。他們通常會繼續固執，要證明自己是正確的。
經驗顯示，真正有效的領導者，通常是比較謙虛的人，會認為自己能力不足，重視授權。
不幸的是，這些建議作法通常都不容易實現。過分自信、抵抗做自我評估的領導主管，傾向于拒絕接受客觀與他人善意的回饋意見。通常，他們都是在問題嚴重到不得不面對的時候，才會低頭接受指導。
因此，對於一個企業來說，必須在一開始要拔擢領導主管，並且要求他可以成為有效的領導者時，不能只看他過去的績效，也必須觀察他的人格傾向。
作為一名不適任的老闆之下的員工，你只能先考慮組織的利益，并成為老闆可以信賴的員工的條件下，坦誠與老闆溝通。若是無法改變如此過分自信的老闆，就必須考慮另謀他途，例如轉調到公司其他部門。
How do you tell your boss that he is not as great as he thinks?
Although we live in the glory of self-confidence and inevitable self-doubt, it does good if you believe that you are stronger than you are.
The first is that you have a strong intention to do difficult work. Believe that you can do only half of the difficult things, but if you really exaggerate your ability, by definition, you will fail.
The second is that you have the opportunity to fool others into believing that you are really capable. Most people will eventually discover the facts, and then the personal benefits you fool others into living will be washed away by your negative image.
A leader who deludes others into believing that he is charitable and talented will mislead his followers into long-term risk. In contrast, a leader who is honest and conscious of his own limits of ability is less likely to make mistakes and put his organization and team in danger.
Leaders are often unconscious. Although people's leadership talent is normally distributed, 80% of leaders are confident that they are better than others. However, people's narcissism will increase with time, and can not expect him to be objective and honest in self-evaluation, so that he can be modest. When a man full of self-illusion is surrounded by flatterers, it is easy for him to overlook the pertinent feedback that should be valued by him.
Whether you want to be a manager or a business coach guiding the leader, provide the necessary feedback. Here are a few ways for your reference:
- Cooperate with his personal motivation. Nobody likes to be criticized, especially individuals with high prestige. However, if you can help your boss understand that you can help him achieve her goals, he will pay attention. The most effective way is to match his motivation and values. For example, he cares a lot about personal prestige. Then, you can show him that his actual reputation is not as good as his own imagination, and remind him how to adjust his behavior and language. In addition, if he cares about the actual authority, he can tell him: "If you change the combination of X and Y, you can improve your actual performance beyond your peers, get respect and obedience from others."
- Let the facts speak. Leaders don't care entirely about what others think of them. Some people become intoxicated with themselves. On the positive side, they care about results and performance, as well as objective data. Therefore, letting them do 360 degree self-assessment and employee feedback can give him the opportunity to re-examine himself and let him see his blind spot. Unfortunately, these are mostly academic statements, and few successful celebrities make similar self-assessments.
- Remind the negative consequences of overconfidence. Finally, it should be noted that even leaders willing to accept scientific test data tend to ignore the true and neutral nature of the test results. They tend to resist the problem of accepting test data display. They usually continue to be stubborn and prove that they are right.
Experience shows that a truly effective leader, usually a more modest person, will think that his ability is insufficient and attach importance to empowerment.
Unfortunately, these recommendations are often not easy to implement. Leaders who are overconfident and resistant to self-assessment tend to refuse to accept objective and goodwill feedback from others. Usually, they bow their heads to receive guidance when the problem is too serious to face.
Therefore, for an enterprise, it is necessary to promote the leader at the beginning and ask him to be an effective leader, not only to look at his past performance, but also to observe his personality tendencies.
As an employee under an incompetent boss, you can only consider the interests of the organization first, and become a trusted employee of the boss, honest communication with the boss. If you can't change such an overconfident boss, you must consider other ways, such as transferring to other departments of the company.
