Confidence is a critical part of decision making and being an effective leader. Not enough confidence and you won't move a decision to the action or be able to cultivate the support needed to move it forward. Too much confidence and you could make decisions that unnecessarily put you and others at risk. So how do you walk the line of having just the right amount of confidence? Today, I speak with Don Moore: confidence expert, UC Berkeley Haas School of Business professor and author of the book, Perfectly Confident. We discuss the different types of overconfidence we should be aware of as well as ways that decision makers can better calibrate their confidence. He'll also share insights from his latest book Decision Leadership, which helps leaders think about how to empower people within their organizations to make better choices.Topics Covered03:02 What is at stake when confidence is not well calibrated?04:52 Defining confidence06:31 Confidence, reality, and the downsides of overconfidence08:56 Calibrating confidence among startup founders10:32 The 3 types of overconfidence11:05 How to better calibrate your confidence14:01 The importance of probabilistic thinking15:52 Making decisions by calculating expected value18:11 Beware of hindsight bias + Importance of documenting19:44 What role should intuition play in decision making?22:54 Some ways in which intuition is predictably biased23:32 What decision makers should keep in mind - think beyond yourself25:05 Leader as decision architect28:03 Other ways leaders can positively influence the quality of decisions in their org29:23 What to track31:02 Choosing when to stop gathering information32:49 Don't fall into the trap of focusing solely on what's easy to quantify34:03 The downsides of underconfidenceGuest BioDon Moore is a professor of management of organizations at UC Berkeley's Haas School of Business. He is the author of Perfectly Confident and a co-author of the books Judgement in Managerial Decision Making and Decision Leadership. His expertise and research interests include overconfidence, ethical choice, decision-making, and negotiation. He is only occasionally overconfident.ResourcesPerfectly ConfidentDecision LeadershipLearnMoore.orgTo learn more from Michelle about decision making, check outThe Ask A Decision Engineer websiteHer Stanford Continuing Studies courseHer self-paced course Decision Toolkit for Personal DecisionsHer Decision Toolkit for Coaches and Counselors virtual workshop on Maven 
About Michelle FlorendoMichelle Florendo is a Stanford-trained decision engineer and executive coach who is on a mission to teach people how to make decisions with less stress and more clarity. Over the past decade, she has coached and taught hundreds of leaders across tech, healthcare, and financial services, in organizations ranging from pre-IPO startups to major tech companies like Amazon, Google, and Salesforce.  She's been an adjunct lecturer at Stanford, helps train coaches as a faculty coach for Berkeley Executive Coaching Institute, and hosts the podcast, Ask A Decision Engineer. She earned her engineering degree from Stanford and her MBA from UC Berkeley.For those interested in exploring Michelle's coaching and speaking services further, additional information can be found on her professional website at poweredbydecisions.com.

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