Overcoming Self-Doubt

Nine Lies the Gremlin likes to tell you that create self-doubt and sabotage your confidence

Lie 1:
You’re the only one who feels out of their depth, doesn’t deserve to be there or thinks they’re not up to the task

The Gremlin is a shorthand term we use for the process of self-doubt, inner-criticism or limiting self-beliefs that people experience. If there’s one thing that’s helped me have more empathy and understanding in the 17 years I’ve been doing this job, it’s the realisation that everybody experiences this process at one time or another. Step one in working with the Gremlin is to accept that this process operates for all of us – this knowledge allows us to be more accepting of other people and more empowering towards ourselves.


Lie 2:
You’re peculiar even for thinking about the process of self-doubt and self-sabotage, let alone for wanting to work on it

Imagine for a moment that you are one of the very first human-being-like creatures, sitting outside your cave one pleasant summer’s evening over 100,000 years ago. You notice that the tall grass in front of you is waving about. Do you (a) assume it’s the evening breeze gently moving the grass, or (b) assume it’s a rather large tiger looking for supper and that you’re on the menu!?
Clearly it’s safer to assume that there’s a possible threat on the horizon. All of us alive today evolved from those early humanoids whose survival depended on being aware of daily threats to their very existence. Later, as our early ancestors developed into social groupings, emotional threats to our place in the tribe were also important to avoid.
So our brains evolved to rapidly and automatically scan for existential threats and it’s this same ‘monkey-brain’ mechanism that today still seeks to keep us safe from physical and emotional harm. Nowadays, the actual physical threats are reduced and it’s the emotional ones that mostly concern us: “I might look stupid”, “I should be more self-assured”, I’m not a good enough X…”. Fortunately, we also have more evolved higher-brain cognitive abilities and can think and work our way past this Gremlin process.


Lie 3:
There’s nothing you can do about feelings of self-doubt and lack of confidence; it’s just the way you are

This is one of the most powerful lies the Gremlin tells us. Remember, this is an evolved process that is trying to keep you safe from physical and emotional harm. Outside of actual clear and present danger, its logic is flawed but powerfully simple: change is dangerous; the status quo is known and therefore safe; therefore avoid the unknown and protect the status quo at all costs. Change, and your own attempts to change and grow, are a big threat to the Gremlin.
This is why the most important step in working past this process is to begin recognising it for what it is – a safety mechanism evolved to protect the status quo. We can work with this most easily by looking out for the kind of phrases the Gremlin likes to whisper in our inner ear: (“I shouldn’t be so…”, “I must be a better X…”, “I can’t ever do Y again…”, “I mustn’t keep…”).


Lie 4:
If you were happier or were doing more meaningful work, you wouldn’t experience so much self-doubt or lack confidence

There’s a great poem by Marianne Williamson that begins

“Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness that most frightens us.”

I think this poem is a great way of reminding ourselves that this Gremlin process will also operate to sabotage the good stuff and make us doubt the good times, just as much as the bad. It operates to protect the status quo – positive work and fulfillment and the growth they can lead to are perhaps even more of a threat to that.


Lie 5:
You need a really well thought-out argument to counter your Limiting Self-Beliefs

Take one of the most frequent things I hear from people’s Gremlins, which is something like this: “I’m the only one around the senior management table who isn’t really on top of things”.

To counter this, people often run through the opposite arguments: I am qualified in my subject; I have got years of experience; I did do the preparation for the meeting; I do take the time to keep up with what’s going on.
But why don’t these arguments always work?
The problem is that the Gremlin process uses your strengths against you.
So conscientious people never feel they’ve done enough preparation. Or people who are great at analysis see all the flaws in their own case. Or people with high levels of empathy sense the doubt and confusion in others and assume it’s about them.
Because it uses the very characteristics that make you a strong person, you can never fight the Gremlin head-on and you shouldn’t try. One of my trainers told me it’s like this:

Never wrestle with a pig, because the pig just enjoys it and you both end-up covered in muck!


Lie 6:
You automatically feel like this all the time

The Gremlin process sits in the parts of our brains that autonomously scan for threats and trigger our emotions. So it works incredibly fast. Especially when compared with the logical ‘higher-level’ brain functions. This speed and autonomy can make it feel like it’s always there, even when it’s not.

To free ourselves from feeling that we have these self-doubts, limiting beliefs and lack of confidence all the time, we need to practise spotting the Gremlins ahead of when they are likely to happen. This way we can use the more recently-evolved and higher-level parts of our brains to determine in advance what we actually want.


Lie 7:
You need to get rid of your Gremlins once and for all

This is another way the Gremlin likes to try and set us up to fail – and therefore preserve the status quo. Remember, this whole process exists to keep us safe from physical and emotional harm. In the right circumstances, it’s a useful trait. Even if it were possible to be rid of this process (and I don’t think it is), trying to get rid of it just denies the reason for it being there in the first place!
Instead of getting rid of the Gremlin process, our development and growth actually depends upon seeing it for what it is and learning to co-exist with it.


Lie 8:
You are weak; All your previous efforts to overcome this have failed; Better just to avoid challenging situations

Put the gremlins to one side for a while and get curious about just what it is that this process is trying to protect you from. Often the (warped) logic is pretty easy to follow. For example: If you believe you’re weak you won’t try, if you don’t try you can’t fail, if you don’t fail you won’t get hurt.
Or: If you avoid challenging situations you won’t have to let your assertive side show, if people saw how assertive you really can be they might not like you and then you’d be alone and isolated.
Taking the time to understand just what this previously unconscious process has been trying to protect you from is a great way of not letting the Gremlin run the show for you. Once you know what it’s been trying to protect you from, then you can decide consciously for yourself whether you really need that kind of protection.


Lie 9:
You should be ashamed of your self-doubt and lack of confidence

I’ve left this one ‘til last because it’s a particularly insidious lie. So that you don’t do something practical to work on the process, the Gremlin actually judges you badly for its own existence. In effect, you can have a Gremlin about your Gremlins!
There’s nothing to be ashamed of for having self-doubt and not having as much confidence as you’d like, for all the reasons discussed above.

Working with this process is about making it transparent and learning to co-exist with it. Beyond that, become curious about your own future.

When you learn to co-exist with your Gremlin, so that you see it there for what it is, and it’s useful when it is useful but doesn’t stop you when it’s not useful – then; what might be possible for you?


Our doubts are traitors and make us lose the good we oft might win by fearing to attempt

William Shakespeare, Measure for Measure


Motivating Teams and Businesses

How to re-energise your team and rediscover momentum

Over the last couple of years I’ve worked with several teams, businesses and organisations who felt that they’d become stuck and had lost a large part of the passion and hunger for what they do. As a result, they were grinding along, with every step seeming to cost a huge amount of effort, losing out on opportunities and not really addressing the problems they were facing.

I’ve used the tools and techniques described here to help the top teams in those organisations and businesses to re-energise themselves and find their own momentum to carry them along.

It’s Not Just About Strategy

Some people will tell you that, in those grinding circumstances, your organisation, team or business needs to re-asses its strategic priorities. And I think there’s sometimes some truth in that. BUT – you’ve got to do one or two other things first. Otherwise, when that strategic re-assessment is required, that also just becomes another ineffective part of the soulless grind.

It’s Not Just About ‘Why’

There’s also been a lot of interest recently in Finding Your ‘Why’.
People say, “Always start with your why” – Why did you go into that business, in that segment? – Why does your organisation or your particular team exist?

And this is a good exercise to do when you already have momentum and want to have a coherent marketing message. In fact, the WHY is one of the most powerful marketing messages there is. BUT – my experience has been, when it comes to re-energising your own business and finding that momentum that will carry your team forwards, asking “Why” can stop you dead in your tracks.

It Can Be a Virtuous Circle

I don’t know about you, but I started doing what I do because I felt I might be able to become good at it. Along the way, I had to overcome quite a few obstacles. And as I started to get better at doing it, I liked it more and more. I believe this virtuous circle is the key to re-energising your team and finding momentum, and it’s the one I’ve used successfully with those teams and businesses over the last couple of years.


At its simplest, I think people enjoy doing what they’re good at and that this enjoyment carries them over any obstacles to becoming even better at it. And that overcoming those obstacles is itself a way of getting even better.

Motivating Teams and Businesses


If you want to re-energise your team, business or organisation, and find the momentum to carry them forward, you need to remind people how they’ve already lived this virtuous circle.

I’ve used lots of different tools and techniques to do this. First, because I like experimenting, finding out what works. And second, because I like to take an approach that is tailored specifically to a particular team or business, so that it is really effective and is just for them and they can own it as theirs.

Tools, Techniques and Guiding Principles

Amongst these tools and techniques, there are three guiding principles that I think should always be present:

1. Time

It’s so easy when you’re in the busy day-to-day of running things to forget your story. We tend to focus on what needs to come next and forget to look back, at what’s already happened. As Bob Marley sang:

If you know your history, then you will know where you’re comin’ from…

I’ll always include some way of representing the journey of that team and business from the past through the present. And along the way they’ll also get a chance to remember what they had to overcome to get there and what they had to become good at doing.

There are many different ways to anchor that journey over time, so that the exercise can breathe some life into their experience, but the best ways usually seem to…

2. Play to Their Strengths

For example, if this is a team who are good at thinking in logical steps, I’ll use a ‘spatial anchoring’ technique, marking the timeline of their business along the floor and re-tracing their steps from the past to the present. If they’re a team who listens well, I might have different members represent key points along the timeline, and tell the story of that point as the group moves along. I’ve asked video production companies to make a visual vignettes of their business’s journey. One organisation I visited used bright colours and diagrams everywhere, so I asked them to colour-code and map-out the obstacles they’d had to overcome and the things they’d enjoyed along the way. Another business, good at summarising and explaining to each other, were asked to peg out cards to an impromptu washing-line, each card briefly describing their experiences over the 15 years since their business was founded.

Once you’ve got the timeline represented in some way, with a good recollection of the obstacles they’ve had to overcome and the things they’ve become good at doing, you need to make sure there is…

3. Space for the Future

I don’t know about you, but I want room to grow into. I want to know that there is space and potential in my future. Not too much space, because I don’t want to be rattling around not knowing where to go, but enough space to house my ambitions.

I think teams and businesses are the same. The people that breathe life into those teams and businesses unconsciously need to see, feel and understand that there is a supporting structure that has enough space for an enjoyable future.
This is the key to the second part of what you’re trying to achieve – as well as re-energising them, you need keep them going. To create momentum to carry this team into the future.

Whatever technique you’ve used to represent their journey so far, make sure that it can also extend easily and spaciously into the future. So, for example, if you use the ‘spatial anchoring’ technique described above, make sure there’s also room along the floor to include the future without cramming it into a corner.


Recreate that virtuous circle for your team, business or organisation. Help them to re-live the overcoming of obstacles that got to where you are now, to reconnect with the things you’ve become good at along the way. If you can do that, then I think you are most of the way there to re-energising and rediscovering that enjoyment. If you can do it in a way which deploys those three principles of: Time, Playing to your Strengths and creating Space for the Future, then I believe you will also find the momentum you want.


Flowchart for Dealing with Difficult Team Leaders

The 5 questions and 3 outcomes for when a leader in your business is behaving negatively, derailing things or upsetting people

Please click the image above to open and download a copy of the flowchart.

Content summary:

1. Symptoms of a difficult team leader include:

  • Excessive and disruptive micro-managing;
  • Blaming people and processes outside of their team for failures;
  • Intimidating their own “weaker” team members;
  • Criticising any initiatives that originated outside their team or are outside their control.

The Five Questions you must ask in this situation:

  1. Has their boss told them that this is unacceptable?
  2. Have their team members had sufficient training & development?
  3. Are they being expected to achieve something which is at odds with the company culture?
  4. Can they be given significantly more autonomy over selecting, developing & organising their team?
  5. Have they had some good-quality, in-depth behavioural coaching over a substantial period?

The Three Outcomes you should plan for:

  1. They change their behaviour
  2. You change the organisation
  3. You ask them to leave