Why confident people often outperform in lean orgs — and how to get the balance right.
Here’s a hot take most people won’t say out loud:
Give me someone with confidence who’s still learning… over someone with skills and self-doubt.
Especially on small teams.
Because small teams don’t have time for second-guessing. They need people who move. Who try. Who figure it out and ask questions after they’ve made a dent.
That’s not a knock on competence. But we’ve seen it play out hundreds of times:
High-competence, low-confidence folks often stall when the plan isn’t perfect.
High-confidence, learning-as-they-go types? They build momentum fast — and momentum is a cheat code.
We work with owners that don’t have time to babysit or redo hesitant work. And in those environments, confidence wins early. It buys you time to build skills — as long as you coach it right.
So which one should you hire for?
It depends on your stage. Your risk tolerance. And how much time you have to train vs. trust.
Use this chart to orient your decision.
Think of it like a spectrum — you’re choosing where to tilt based on what’s most urgent for the business right now.
Situation | Hire for… | Why it works |
You’re small, scrappy, and moving fast | Confidence | Action builds clarity. They won’t wait for perfect. |
You’re growing fast but training others | Competence | You need someone steady who others can follow. |
You’re in a high-risk, no-error role | Competence | Accuracy matters more than speed. |
You need someone to own it and grow | Confidence | They’ll take initiative and learn what’s needed. |
A Quick Caveat: What About Technical Roles?
Now — if you’re hiring for a highly technical role (engineering, finance, compliance, etc.), competence is non-negotiable. You can’t fake your way through clean code or an accurate P&L.
But even in these roles, confidence still matters — a lot.
Why? Because the best technical hires don’t just pass assessments. They:
Communicate clearly
Navigate ambiguity
Take initiative instead of waiting for every detail
So if someone passes the technical bar and brings high confidence?
That’s your unicorn. They’ll execute and elevate the team around them.
Just make sure you’re not letting confidence be a smokescreen — that’s where solid assessments, case work, or peer reviews are critical.