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Think of something that you do really well. Maybe you are a gifted cabinet maker, an excellent diver, or great at resolving conflict. Odds are that as a perceived expert, you have plenty of faith in your ability because of past success, interest, and some justified skill. Next, think about tasks or situations you tend to avoid. Do you detest parties, crossword puzzles, or a repetitive job? No surprise, but we usually gravitate toward things we enjoy and do well and shy away from anything that gives us anxiety, discomfort, or fear of failure. But do you know how or why these preferences have developed?

What you may not realize is that most of your preferences and ultimately your decisions are guided by psychological beliefs that operate below consciousness. Psychological beliefs refer to the attitudes, assumptions, and views that people hold about themselves, other people, and the world around them. Your beliefs propel you into action and help you reach whatever goals you desire. Those same self-perceptions can forestall your accomplishments and hold you back.

Why beliefs matter

Psychological beliefs are important for several reasons. First, beliefs shape our perceptions of reality. Our beliefs act as a filter or lens that affects how we interpret events, other people's behavior, and our own experiences. Second, they influence our emotions and moods. Specific beliefs tend to evoke certain feelings and emotions. For example, the belief "I'm unqualified" may lead to feelings of personal shame or contempt for more fortunate others. Most importantly, we are driven by what we believe to be true. For example, if someone believes their co-workers are untrustworthy, they will likely keep to themselves and not collaborate. Thus, beliefs are a major catalyst for personal motivation.

The power of self-efficacy

One of the most powerful beliefs guiding our willingness to pursue a goal or engage in a task is confidence, described by psychologists as “self-efficacy.” The belief in one’s capability to perform a specific action is a powerful force that assists the individual in deciding if, when, or how to achieve desired results (Bandura, 1997). Over 50 years of experimental research conducted across domains and cultures indicates that after considering existing ability, no other factor has greater power over performance outcomes than self-efficacy beliefs. The pervasive and positive influence of self-efficacy on performance is demonstrated in academics, organizations, during work performance, and in athletic competition. Higher levels of self-efficacy predict the willingness to pursue a task and the overall efficiency of performance (Hoffman, 2015).

The greater your self-efficacy, the higher the probability that you will persevere in the face of obstacles, show resilience, and not give up (or change goals) when things don’t go according to plan. Self-efficacy matters because the individual believes that he or she has the cognitive horsepower, executable skills, and tangible strategies to produce desired outcomes. Armed with a foundation of knowledge and experience, individuals possessing elevated self-efficacy beliefs will consistently outperform their lower self-efficacy peers in a variety of activities including writing, playing musical instruments, and using technology. Self-efficacy is even related to how we experience a task with higher levels associated with greater sensual pleasure, happiness, and hope (Hoffman, 2015).

Self-efficacy levels predict academic and performance success, including which subjects learners are willing to study and the career choices they will eventually make (Betz & Hackett, 1983). The degree of self-efficacy also serves as a reliable lifestyle predictor, indicating what types of strategies individuals will or will not use to manage their health and health issues (Plotnikoff, Lippke, Courneya, Birkett, & Sigal, 2008).

Why failure matters

While the belief in one’s abilities is crucial, research also reveals that one of the best ways to learn is when making mistakes and failing. In a seminal study, Sitkin et. al (2002) argued that failure, and specifically small "intelligent failures," can promote learning and improvement. Failure experiences give us feedback on errors, challenge our assumptions, and provide an opportunity to practice new behaviors. This paradigm allows individuals and organizations to make improvements for long-term success based on their mistakes. Failures that were close calls, that came early, and that were blamed on controllable factors provide the most learning value. The failure/improvement algorithm supports the notion that failure—when processed properly—provides long-term benefits that may not be experienced when failure is not experienced (Madsen & Desai, 2010).

The failure/self-efficacy research perspective is backed by practice as some of the most notable individuals have failed miserably. Thomas Edison, the inventor of the light bulb, tested over 6,000 types of materials before he found a substance suitable for the economical manufacture of light bulb filaments. The parents of the world’s most famous scientist, Albert Einstein, believed he was abnormal because he did not speak until age 4. Basketball legend Michael Jordan missed over 9,000 shots in his illustrious NBA career. It took J. K. Rowling six years and 12 publisher rejections before her first Harry Potter book was published. Were these people lacking in ability? Hardly. Their success and their fame came from relentless effort that gradually propelled them to greatness (Hoffman, 2017).

The great innovator Walt Disney mirrors the importance of failure with his awe-inspiring suggestion that: “All the adversity I've had in my life, all my troubles and obstacles, have strengthened me. You may not realize it when it happens, but a kick in the teeth may be the best thing in the world for you.” In other words, adversity inspires growth.

What it all means

In summary, research provides evidence that the combination of self-efficacy and experiencing failure is a powerful performance catalyst. When we believe we have the ability and perceive obstacles as an opportunity for growth rather than a setback, we allow for reflection and analysis, setting the stage for improvement. Ultimately, positive self-beliefs promote learning and improve our performance.