A self-reinforcing upward spiral: performance stimulating pride stimulating performance.

Power stems from 'rainmaking,' as law firms put it: the ability to bring resources into the company.

If world problems feel too big to tackle, think small. Step by step. Small wins build confidence, lead the way to change.

Confidence is the sweet spot between arrogance and despair-consisting of positive expectations for favorable outcomes.

A basic truth of management - if not of life - is that nearly everything looks like a failure in the middle.

if networks of women are formed, they should be job related and task related rather than female-concerns related. Personal networks for sociability in the context of a work organization would tend to promote the image of women contained in the temperamental model - that companies must compensate for women's deficiencies and bring them together for support because they could not make it on their own. But job-related task forces serve the social-psychological functions while reinforcing a more positive image of women.

Confidence is not just in people's heads; it comes from the culture of the organization. It's easier to expect success when working in an organization that has a culture of accountability, collaboration, and initiative. Without this, it's easier - and more self-protective - to assume failure so the person is not disappointed and instead pleasantly surprised.