Empowering Leadership: Fostering Workplace Confidence

Unlocking the secret to success often begins with a single step: building confidence. It's a critical component not just for individual growth, but as the cornerstone of effective leadership. In this episode of 'Bring Out the Talent,' we are joined by Velera Wilson, founder and CEO of Positive Identity, a company that helps people gain the skills to lead with greater confidence in their career. Together we dive into the heart of leadership, confidence, and the transformative power of both in the workplace. We explore the ripple effect of a leader's confidence on their team, the journey of building a resilient self-assurance that empowers individuals to lead effectively, and so much more.

 Tune in as we unravel the tools leaders need to navigate their roles with confidence and inspire those around them to do the same.

Transcript

Maria Melfa:
How are you doing? Great. Seems like it's been a while. We're starting a new season right now.
We sure are. Season six. So let's get started. Unlocking the secrets of success often begins with a single step—building confidence. It's a critical component, not just for individual growth, but as the cornerstone of effective leadership.

In this episode of Bring Out the Talent, we welcome our special guest, Valera Wilson, who is the founder and CEO of Positive Identity, a company that helps people gain the skills to lead with greater confidence in their careers.

We’ll dive deep into the heart of leadership, confidence, and the transformative power of both in the workplace. We’ll explore the ripple effect of leaders’ confidence on their team, the journey of building resilient self-assurance that empowers individuals to lead effectively—and so much more. So let’s get started. Welcome, Valera.

Valera Wilson:
Thank you so much, Maria. Thank you so much, Jocelyn. Good to be here.

Maria Melfa:
Excited to have you here. It's always such a great topic. And I think we all can do better at gaining more confidence and being more effective as a leader.

Jocelyn Allen:
Agreed. I think it's one of the defining qualities of a leader—that confidence and the ability to lead effectively because you own what you're doing. We've seen in our industry, of course, that the transition to leadership roles is a pivotal moment in someone's career. It can either make or break their confidence and effectiveness overall.

What are some of the challenges in the work that you do that you've observed during those transitions, and how have they shaped the leadership journey for those that you work with?

Valera Wilson:
Sure. I mean—and it's either shaped or maybe even scarred the leadership journey as well. Unfortunately, that's the duality and reality.

I’d say the first thing is training and development—or lack thereof. What I’ve often found is that people are put into leadership roles because they were great at delivering results as individual contributors. But we know there’s a big difference between being an individual contributor and being a people manager. It’s often forgotten that leadership is a skill that must be developed.

So, investing in a new leader’s success is really about investing in their training and helping them shift to becoming an effective leader of people.

The second is not having the right examples. Especially in the workplace. Depending on the environment, a new leader may develop traits or habits—or even coping mechanisms—just to thrive. They may see leaders getting away with certain behaviors and assume it's okay to mimic them. But the reality is that those behaviors may not align with their personality, and worse, they might negatively impact the team.

And third—probably most important—is self-perception. With promotion comes greater visibility and scrutiny, which can create pressure. That desire to be perfect or to appear like they have it all together can be overwhelming and counterproductive if it’s not managed well.

Maria Melfa:
And I could see that being even more intense when someone goes from peer to manager.

Valera Wilson:
Absolutely. That’s another layer. When you're suddenly managing peers, you may fear stepping on toes or worry they’ll question your promotion. That self-doubt can keep you from making necessary decisions or drawing boundaries.

Maria Melfa:
And it’s not always about the new leader’s mindset—sometimes it’s the peer who didn’t get the promotion. They may never respect that person again, even if they once did.

Valera Wilson:
Yes, and that complicates everything. What used to be easy to get done can stall. An uncooperative team member can negatively impact the entire group. Everyone senses it, and it ripples outward in ways that are completely counterproductive.

Maria Melfa:
I’ve seen that so many times. Even one negative person can drag down a team, even if they’re a high performer. It’s so important to address that early on.

Jocelyn Allen:
And on the flip side, we’ve also seen how one confident leader can have a positive ripple effect too. When relationships shift—especially if someone is promoted—the professional emotions in the room shift too. Team members question if they should feel differently about this person, just because now they're a manager. The group starts watching each other. That ambiguity can be destabilizing.

Valera Wilson:
Agreed. And the dynamic often depends on whether a team member wanted the promotion themselves—or didn’t. If someone felt passed over, it’s harder for them to be supportive. That rift needs to be addressed early between the new leader and the peer to build harmony and avoid long-term friction.

Jocelyn Allen:
So let’s look at it from the perspective of a leader dealing with imposter syndrome. Maybe they felt great about the promotion, but now they’re overwhelmed. How does their lack of confidence affect morale?

Valera Wilson:
It impacts everything. Decision-making slows down. Challenges don’t get addressed. Progress stalls. The team senses all of it, and morale and engagement take a hit.

If that leader is confident, they can address issues quickly and decisively. They set the tone. When they deal with dissent directly, the team starts to see them as the real leader. That earns respect and resets the group dynamic.

Also, the degree of confidence a leader has directly affects how they show up for others. Leaders who believe in themselves tend to spotlight their team, give credit, and advocate for others’ advancement. Leaders who lack confidence often don’t do that—and that undermines trust.

Maria Melfa:
That’s a great point. So much of this ties into psychological safety. When leaders feel safe being vulnerable—saying “I don’t know”—it creates space for the team to be open too.

Valera Wilson:
Yes, but that starts with culture. Where does the belief come from that you have to know everything? Often from environments where leaders are punished for not having answers.

That’s why having good examples matters so much. If your workplace signals that perfection is the standard, people won’t take risks.

Jocelyn Allen:
Exactly. Without that openness, it becomes a top-down culture where people are just told what to do. Learning gets stifled. People become afraid to try. That kills confidence.

Valera Wilson:
Exactly. And when leadership looks like constant stress and pressure, it’s not appealing. People won’t want to step into it. We mistake that for disengagement, but really they’re avoiding a role that doesn’t look safe or fulfilling.

Maria Melfa:
Valera, when you think about your own journey, what helped you build your confidence the most?

Valera Wilson:
Three things:

1. Mastering my craft. When I knew what I was talking about, I felt confident speaking up. I started realizing that people in leadership positions weren’t always more informed—they were just louder. So I learned to share my expertise.
2. Having champions. Mentors, peers, and advocates who reminded me of what I knew—even when I forgot it.
3. Reflecting on past wins. We forget all we’ve achieved when fear takes over. Looking back helps us regain our footing.

Jocelyn Allen:
What can organizations do to intentionally cultivate confidence in emerging leaders—especially when that hasn’t been part of their process?

Valera Wilson:
A few things:

• Encourage idea sharing. Bring emerging leaders into strategic conversations. Let them see how decisions are made.
• Provide stretch assignments. Let them shadow other leaders or own new projects.
• Embrace failure. Create a culture where trying and failing is okay. Don’t equate mistakes with incompetence.
• Celebrate wins. What gets recognized gets repeated. Call out small successes.

Maria Melfa:
It’s so true. And I wish our kids could learn that earlier too. I always try to tell them, “It’s okay to fail.” But it takes time to believe that.

Valera Wilson:
Yes, and change is constant. So leaders need to help their teams stay engaged through uncertainty.

• Communicate constantly. People fill silence with fear.
• Paint the vision. Give people something to aim for.
• Celebrate progress. Even small wins matter during messy transitions.

Jocelyn Allen:
And how do we sustain that confidence post-change?

Valera Wilson:
Build a feedback loop. After a change, ask: “How’s it working?” Don’t assume. If people feel heard and see their input being used, they stay engaged.

Maria Melfa:
What strategies can our listeners use right now to build cultures of confidence and growth?

Valera Wilson:
Start with these:

1. Invite input from all levels, especially aspiring leaders.
2. Normalize failure as part of growth.
3. Invest in development so people feel capable.
4. Celebrate success so people build belief in themselves.

Jocelyn Allen:
Love it. Time for our lightning round—the TTA 10.

Valera Wilson:
Let’s do it!

David (Producer):
Clock set to 90 seconds. Go!

Jocelyn Allen:
If you were a superhero, what would your power be?
Valera: Flying.
Favorite breakfast?
Valera: Açaí bowl.
Theme song when you walk in a room?
Valera: “I’m Every Woman” by Whitney Houston.
App you’d create?
Valera: Mute everything.
Song you're loving right now?
Valera: “My Mama” by Victoria Monét.
What would a talking cow say?
Valera: Mooove over.
First thing you’d buy with a million dollars?
Valera: Rest and trips.
Way to your heart?
Valera: Food, travel, music.
Game show you’d win?
Valera: The Price Is Right.
Cannonball skills 1–10?
Valera: 7.

David (Producer):
Drumroll… Valera clocked in at 1 minute, 2 seconds!

Maria Melfa:
Wow, blazing! No surprise.

David (Producer):
And it’s fitting—we have a special trailer for your superhero alter ego.

🎬 [Movie trailer voiceover begins]
“Coming this summer... in a world plagued by doubt... one woman rises... Captain Marvelous...”

Jocelyn Allen:
[laughs] Favorite AI feature: dramatic pronunciation.

Valera Wilson:
This was amazing!

Jocelyn Allen:
Valera, thank you so much. You were phenomenal. For more on leadership development and building confidence, visit us at thetrainingassociates.com.