- Research conducted with Georgetown
University shows how confidence boosts the bottom line
- Increasing worker confidence boosts the
bottom line, yielding 22% higher sales
- Confidence can be cultivated and its
straightforward to do
- Support in the face of setbacks is key
to rebooting lost employee confidence
“The confidence cycle is the three-part, cyclical relationship
between confidence and success.”
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The confidence cycle is the three-part,
cyclical relationship between confidence and success. (Graphic:
Business Wire)
The much sought-after road to success isn’t without its bumps,
but those setbacks may be a company’s biggest opportunity to
inspire confidence in its workforce, says a new study released
today by Tupperware Brands Corporation (NYSE: TUP).
The Hard Value of Soft Skills report, conducted in partnership
with Georgetown University’s McDonough School of Business, found
that confidence drives business and professional success and can be
systematically cultivated among workers, regardless of geography.
The two-year study surveyed 4,000 employed adults in Brazil, South
Africa and the United States.
For decades, Tupperware Brands has seen the economic impact of
cultivating confidence among its workforce, a proven link between
increased confidence and earning potential. Uniting with Georgetown
University, a fellow UN Women IMPACT 10x10x10 Champion, Tupperware
Brands sought to discover if positive confidence cycles had the
same impact in the broader business world.
Regardless of demographic or business model, as confidence
increases, so does business success. Tupperware found confidence to
be a dependable predictor of success. Specifically, more confident
workers yield:
- An average of 27% more recruits or new
business leads
- An average of 22% higher sales
“A billion women will enter the workforce in the next decade.
Think about how important confidence will be to their success,”
said Dr. Catherine H. Tinsley, the Raffini Professor of Management
at Georgetown University’s McDonough School of Business and
Academic Director of the Georgetown University Women’s Leadership
Institute. “Confident people are more likely to solve problems, be
more innovative at work and work independently. Therefore,
businesses have a real incentive to cultivate worker
confidence.”
SUPPORT THROUGH SETBACKS REBOOTS THE CONFIDENCE CYCLE
Often, one of the greatest challenges with confidence is how to
bounce back when confidence is lost. The key is developing a
supportive and empowering culture that allows employees to learn
from their mistakes. However, the research found that to be most
effective, this message must be embedded in the organization’s
culture, rather than come from a direct supervisor.
“For years, I’ve seen firsthand the value of non-cognitive
skills, like confidence and resilience, within our workforce,” said
Rick Goings, Tupperware Brands Corporation Chairman and CEO. “These
findings show that no matter where you work, confidence is good for
business. It’s up to management to build a culture where employees
are encouraged to learn and grow, and I encourage CEOs and business
leaders to put these findings into practice and cultivate a more
confident workforce, given its immense value.”
Workers who felt they had permission to fail reported increased
confidence, increased productivity and an improved ability to
overcome challenges.
- Workers’ confidence increases up to 30%
when organizations treat failure as a signal of effort and not a
lack of worker competence
- More confident workers are 45% more
optimistic about their life and future
- More confident workers are 24% more
likely to overcome challenges encountered at work
Additionally, research shows that the link between confidence
and success is universal, within Tupperware Brands and beyond, and
across countries, gender, and enterprise types. The
confidence-success link exists regardless of total work experience
or experience in one’s current job, suggesting that confidence
exists separately from on-the-job experience.
SURVEY METHODOLOGY
The research team was led by Tinsley, with collaboration from
Jason Schloetzer, the William and Karen Sonneborn Term Associate
Professor of Business Administration at Georgetown University’s
McDonough School of Business, and Matthew Cronin, associate
professor of management at George Mason University School of
Business.
The study was conducted in two phases, seeking to identify the
tangible drivers of confidence, pinpoint the concrete economic
impact of women’s confidence regardless of market or demographic
and quantify the role that confidence plays in women’s economic
empowerment. This research was conducted among 3,500 current
Tupperware Sales Force members and 500 non-Tupperware affiliated,
employed adults in Brazil, South Africa and the U.S.
Researchers began Phase I by analyzing when workers feel most
and least confident. Revisiting the confidence cycle, the
three-part, cyclical relationship between confidence and success,
they heard that workers struggle to “reboot” their confidence upon
encountering a challenge or failure. Although the confidence cycle
can be rebooted several ways, from incentives to recognition
programs, the researchers isolated “permissible failure” as a
factor for further analysis. In this context, permissible failure
means creating an organizational culture where workers are told
that setbacks and challenges are positive byproducts of hard
work.
In Phase II, researchers conducted a randomized controlled trial
experiment within Tupperware across Brazil, South Africa and the
U.S. First, all participants were surveyed on their perceived
levels of confidence. Next, over a six-week period, workers viewed
one of two pre-recorded videos: a “test” message, that failure is
part of the road to success, or a neutral motivational message.
After each group viewed their respective video multiple times,
participants were surveyed on their confidence a second time. In
addition, researchers analyzed sales and recruitment data at the
beginning and end of the six-week period. Outside of Tupperware,
employed adults were surveyed to test the generality of the
psychological process which affects confidence, failure and
success, using the well-validated MacArthur scale of subjective
social status.
About Tupperware Brands Corporation
Through an independent sales force of 3.1 million, Tupperware
Brands Corporation is the leading global marketer of innovative,
premium products across multiple brands utilizing social selling.
Product brands and categories include design-centric preparation,
storage and serving solutions for the kitchen and home through the
Tupperware brand and beauty and personal care products through the
Avroy Shlain, BeautiControl, Fuller, NaturCare, Nutrimetics, and
Nuvo brands.
About Georgetown University’s McDonough School of Business
and the Georgetown University Women’s Leadership Institute
Georgetown University’s McDonough School of Business, the
premier destination for global business education, provides a
transformational education through classroom and experiential
learning and prepares students to graduate as principled leaders in
service to business and society. The Georgetown University Women’s
Leadership Institute (GUWLI) is an academic research center housed
in the McDonough School of Business that serves as a platform for
research collaboration and the scientific study of the impact of
gender in the workplace and in economic growth worldwide. The
institute brings together leading faculty, business leaders, and
students to expand knowledge and build understanding and to advance
evidence-based, creative, and collaborative approaches to close
gender gaps in leadership, workplace success, and pay. Learn more
at guwli.georgetown.edu. Follow us on Twitter: @GUWLI.
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version on businesswire.com: http://www.businesswire.com/news/home/20170306005328/en/
Media:Tupperware BrandsKimberly Brown,
407-826-4445KimberlyBrown@tupperware.comorEdelmanMelissa
Zabell, 212-642-7772Melissa.Zabell@edelman.com
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