Performance Under Pressure: Taking Action - Overcoming Over-Confidence

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Overconfidence is the second tendency that some people have in high-pressure scenarios. Having a sense of confidence about yourself and your abilities is important. However, overconfidence can lead to failure.
The Negative Side of Over-confidence
Overconfidence leads people to underestimate challenges and fail to ask whether their skills, experience, and knowledge are sufficient to accomplish the task at hand. An example of an overconfident response is refusing to consider alternatives to opinions and decisions.
Because overconfident employees may act brashly, the consequences of their actions can be more damaging than those  caused by overthinking. This is because their mistakes tend to be more elaborate, and so require far more time and effort to resolve.
Arrogance, if left unchecked, can lead to complacency. For example, you may become convinced that you no longer make trivial mistakes. Such a mindset makes it easy for you to miss simple errors in your work. Overconfidence can prevent you from seeking the help you may require to meet a given objective or achieve a set standard. This can lead you to repeat mistakes or get behind in your work.
Results of Over-confidence
Just as over-thinking results in too much attention being paid to the possibility of failure, overconfidence often leads to too much focus on the expected rewards of success. In both cases, your focus is drawn away from the task at hand, and directed to the outcome of the situation instead.
Take Dwayne, for example. He was recently promoted to the position of editor at a publishing house. Given an important manuscript as his first task, he began to go through it, not only making corrections, but also rewriting large sections that he felt were poorly researched and argued. Dwayne thought he'd been given too easy a task to begin with, but that he'd improved it with his superior understanding of the subject matter.
While working on the manuscript, Dwayne was offered help by experienced editors who remembered being bogged down by their first projects. But Dwayne refused assistance. He was so convinced of his skills that Dwayne felt he didn't need help to impress his superiors.
However, when the manuscript's author read Dwayne's changes, he was offended. Dwayne hadn't realized that the author was an expert in the field and that his own grasp of the material was elementary in contrast to the author. He was so focused on his own ability and ambition to impress that he didn't bother to check who the author was. (...)

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