Measuring Workplace Confidence – What happens when you teach self-belief?

Introduction - Studying the results of confidence training at work

Does workplace confidence training genuinely change how people feel and work, or does the impact fade the moment the session ends? That’s the question Northumbria University set out to answer when it evaluated the Workplace Confidence Training delivered by Bit Famous to the College of Policing.

To understand what really happens after a session like this, the researchers followed participants over time. They gathered data before the workshop, immediately afterwards and again three months later. This gave them something rare in workplace training: a clear view of both the immediate uplift and the longer-term effects.

The survey results showed measurable shifts in confidence, job satisfaction, peer support and people’s understanding of the tools they’d learned.

The study blended two types of evidence. Alongside the numbers were written comments from participants. These qualitative reflections revealed the human side of the experience: what people remembered, how they used the ideas and what difference it made in day-to-day policing roles.

“Participants reported a stronger understanding of concepts like negative self-talk, limiting beliefs and personal values.”

— Northumbria University Evaluation Report, 2025

Across the findings, a consistent pattern emerged. Participants reported a stronger understanding of concepts like negative self-talk, limiting beliefs and personal values.

Those gains appeared right after the session and, in several areas, held steady or even strengthened three months on. The follow-up group was small, but their words offered sharp insight into how the tools were being applied — and what helped or hindered that effort.

Taken together, the evaluation provides a detailed, evidence-based picture of how the training was received by College of Policing staff and the conditions that supported lasting change.

Methodology: How the workplace confidence study was carried out

Key findings from the evaluation of workplace confidence

Workplace confidence tools participants found most useful

How the benefits of workplace confidence training showed up in real working life

How the ideas around confidence in the workplace took on a life of their own

What got in the way

What helped the learning stick

What limited the study

How organisations can use these findings

Conclusion

About the authors

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Workplace Confidence

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1. Methodology: How the workplace confidence study was carried out

Northumbria University evaluated the Workplace Confidence Training using a simple three-stage design. Participants were surveyed before attending, again immediately after the session and then three months later. This gave the researchers a clear timeline of what changed at each point.

Two kinds of evidence were collected. The numerical survey data tracked shifts in confidence, job satisfaction, peer and manager support and people’s understanding of the tools introduced in the session.

Alongside this, participants provided written comments. These qualitative responses offered insight into what they remembered, what they applied and how the training showed up in their everyday roles.

Participation was strongest at the start — nearly 500 people completed the pre-session survey, dropping to 184 after the session and 16 at the 3-month follow-up. Although small, the final group provided detailed reflections that helped explain the longer-term patterns behind the numbers.

This mixed-methods approach allowed the evaluation to capture both measurable outcomes and the lived experience of putting the learning into practice.

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2. Key findings from the evaluation of workplace confidence

The evaluation showed clear improvements across several areas measured before and after the training, with some gains still visible three months later.

Taken together, the results show that people didn’t just leave the session feeling more equipped — they left with a stronger grasp of what confidence is, how it works and how to build it in a practical, lasting way.

Confidence levels

Participants’ confidence scores increased from 3.82 before the session to 4.28 three months afterwards, a 12% improvement that held over time.

Before 3.82

After 4.28

Understanding of confidence-building concepts

Average understanding scores rose from 4.85 to 5.82, a 20% improvement across key ideas such as negative self-talk, beliefs and personal values.

Before 4.85

After 5.82

Job satisfaction

Ratings moved from 4.81 to 5.31 immediately after the session, a 14% increase.

Before 4.81

After 5.31

The ability to challenge limiting self-beliefs

“I can challenge my own limiting self-beliefs”

This showed one of the biggest shifts. Before the training, 16.4% of participants agreed they could challenge their self-limiting beliefs. After the session, that figure rose to 89.4% — a 73-point increase.

Before 16.4%

After 89.4%

Understanding of negative self-talk

“I understand what negative self-talk is.”

Similarly, awareness of negative self-talk rose from 56.4% to 93.4% immediately after the session.

Before 56.4%

After 93.4%

They felt more equipped to build trust and confidence in their teams

“I have the skills I need to build trust and confidence within my team and those around me.”

Pre-training 41%, post 65.7% up 15.7 points

Before 41%

After 65.7%

3. Workplace confidence tools participants found most useful

When people reflected on the session, three areas stood out as the most useful and memorable: YETI, ICE and the values exercise. These were the tools participants mentioned most often in their written feedback, both immediately after the session and three months later. Alongside them, the wider discussion about negative self-talk made a lasting impact.

YETI - “Be a yeti and challenge your limiting beliefs”

YETI was the tool people remembered best. Adding the word yet to a limiting belief — “I’m not good at this… yet” — gave participants a simple way to interrupt self-doubt. Its ease and clarity meant people could recall it quickly and use it in the moment, and many said they were still applying it months later.

ICE - Indentify, challenge and extinguish your inner critic

The ICE framework (Identify, Challenge, Extinguish) helped people understand and manage their inner critic. Participants described ICE as a step-by-step way to deal with unhelpful thoughts instead of letting them take over. At follow-up, several said it had helped them pause, reframe and respond more constructively at work. “I’m no good at that” – challenging limiting beliefs and negative self-labelling at work.

Understanding self-talk

Beyond the tools themselves, the discussion about negative self-talk was one of the most powerful parts of the session. Many participants said they had never recognised how often their inner voice worked against them, or how strongly it influenced their behaviour. Learning to spot self-talk — and realising how common it is — gave people a sense of relief as well as something practical to work with.

Values - How to identify and be guided by your inner values (Val-YOUs)

The values exercise helped participants identify the principles that matter most to them. People found it grounding, and many said that naming their values helped them make decisions with more confidence and stay steadier in difficult situations.

YETI, ICE, the focus on self-talk and the values exercise formed the core set of ideas people carried with them. These were the tools they remembered, talked about and continued to use long after the session had ended.

The value of val-yous: why reflecting on personal values can boost your colleagues confidence and sharpen decision making.

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4. How the benefits of workplace confidence training showed up in real working life

Three months after the session, participants were asked what had changed in their day-to-day work. Their responses showed that many of the tools had moved off the page and into real situations.

People talked about becoming more patient and more thoughtful, taking an extra moment before reacting or making decisions.

Others described listening more closely to colleagues and feeling better able to understand where people were coming from. Several said they felt calmer and more confident in their interactions, often because they had learned to spot and reduce negative self-talk before it escalated.

“Interpersonal skills improvements included increased patience, enhanced listening skills and a great ability to understand colleagues”

— Northumbria University Evaluation Report, 2025

For some, the training encouraged them to stretch themselves, taking on tasks or conversations they might previously have avoided. A few gave specific examples — improved efficiency, clearer communication and, in one case, using the techniques to support victims in their role.

Others said they were simply more aware of their behaviour, their impact and how they approached everyday challenges.

Not everyone experienced big changes, and some noted that organisational pressures, restructures and uncertainty made it difficult to apply the learning consistently. But across the group, the pattern was clear: people were using the tools in practical ways and noticing small but meaningful shifts in how they worked.

In summary, participants reported:

More patience and thoughtful responses

Better listening and understanding of others

Calmer, more confident decision making

Reduced negative self-talk

Taking on new or challenging tasks

Greater awareness of their behaviour and impact

Applying the tools in public-facing or victim-support roles.

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5. How the ideas around confidence in the workplace took on a life of their own

One striking theme from the three-month follow-up was how the session didn’t just influence the people who attended — in some cases, the ideas travelled further.

A number of participants said they had passed on confidence-building tips to colleagues or used the techniques to support others in their roles.

“Some participants applied learning to both themselves and to ‘victims they support in their work’”

— Northumbria University Evaluation Report, 2025

Some shared the confidence techniques with teammates who were struggling, explaining how the tools helped them rethink negative self-talk.

Others used the approaches in conversations with victims or members of the public, applying the same principles of calm thinking and reframing to help someone else feel more in control. Several participants mentioned talking openly with colleagues about the session, which led to more conversations about confidence with colleagues.

This kind of informal sharing wasn’t universal, but when it happened, it created a quiet knock-on effect: the learning didn’t stop with the individual. It found its way into team conversations, peer support and the everyday interactions that shape working life.

And while the evaluation wasn’t designed to measure this wider influence, the comments show that, for some, the tools were useful enough to pass on — a sign that the ideas had started to embed themselves beyond the training room.

In summary, participants described:

Passing confidence-building tips on to colleagues

Using the techniques to support victims or members of the public

Talking more openly about confidence with teammates

Explaining the tools to others who were struggling

Helping colleagues reframe negative self-talk

Bringing the ideas into everyday conversations and interactions.

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6. What got in the way

Not everyone found it easy to put the learning into practice. The biggest barrier was unsupportive management, with some participants saying their line managers didn’t see the relevance of the training or didn’t create the space to use the tools. Organisational uncertainty — including restructures and workload pressure — also made it harder for people to focus on confidence-building.

A few participants identified themselves as the main barrier, noting long-standing confidence habits that were hard to shift without more time or support. Others said they simply forgot the tools once work became busy, or hadn’t realised a video recording was available to revisit.

Several people reported no barriers at all, but for those who did, the challenges tended to come from the wider environment rather than the tools themselves.

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7. What helped the learning stick

When participants reflected on what supported them, one factor came up far more than anything else: personal determination. Many said they made a conscious decision to use the tools, challenge negative self-talk and keep practising the techniques.

Supportive line managers also made a difference. Where managers encouraged people or showed belief in their abilities, participants found it easier to put the learning into action. Colleagues — and in some cases family members — provided similar encouragement.

A few participants said that simply revisiting the ideas or remembering the session helped them stay on track. Others highlighted chances to practise, whether through everyday tasks or opportunities like acting roles that pushed them to speak up or take the lead.

Not everyone had this support, but for those who did, these small boosts made it easier to turn the tools into lasting habits rather than one-off insights.

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8. What limited the study

The evaluation offers clear insights, but there are limits to what the data can show. The biggest issue was the drop in responses over time. Nearly 500 people completed the pre-session survey, but only 184 responded afterwards and just 16 took part in the three-month follow-up. With such a small final group, the longer-term findings can show patterns, but they can’t be taken as the experience of everyone who attended.

Because of the small numbers, the researchers couldn’t run statistical tests on the follow-up results. They could describe what the data suggested, but they couldn’t say for certain whether the changes were caused by the training or simply happened by chance.

Even so, the three-month comments gave useful insight into how people were using the tools. The limitation is size, not substance — the feedback is still meaningful, just not large enough to speak for the whole group.

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8. How organisations can use these findings

The evaluation makes one thing clear: confidence training works best when it doesn’t stand alone. Organisations that want to get the most from this kind of session can use the findings to strengthen what happens around it — before, during and after the training itself.

The biggest opportunity lies with line managers. The study shows that manager support is one of the strongest enablers of long-term change, and a lack of support is one of the biggest barriers. When managers understand the tools, talk about them and reinforce them in everyday work, people are far more likely to use them.

The feedback also highlights the value of follow-up and reminders. Even simple prompts — a short recap, a tool refresher or a quick check-in — can help people remember the techniques and keep them in play. Some organisations may choose to offer short follow-up sessions, confidence cohorts or peer support groups to help maintain momentum.

Finally, the findings show that people often share the tools informally, passing techniques on to colleagues or using them to support others. Organisations can build on this by encouraging open conversations about confidence, creating space for people to talk about what’s working and helping the ideas spread naturally through teams.

Taken together, these steps help the learning stick — turning a single session into something that can shape daily working life long after the workshop ends.

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Conclusion

The Northumbria University evaluation shows that confidence isn’t a vague, feel-good idea, it’s a set of practical skills people can learn, use and benefit from long after a single session ends. The training helped participants understand themselves better, challenge unhelpful thinking and approach day-to-day work with more clarity and confidence.

The study also makes it clear that the wider environment matters. When organisations reinforce the tools, involve managers and keep the conversation going, the learning doesn’t just stay with the individual. It shows up in teams, interactions and everyday decisions.

For workplaces that want more confident, capable people, the message is simple: the tools work — and with the right support, they keep working.

Note from Penny Haslam, Founder Bit Famous

For years, I’ve been fascinated by confidence — how it grows, disappears, and returns again when you least expect it. I’ve seen people transform when they learn how to manage that inner critic, when they realise self-doubt isn’t a flaw but a feature of being human.

When you teach people to challenge their self-talk, to add yet to their self-doubt, and to live by their Val-Yous, something extraordinary happens. They stop waiting for confidence to arrive and start building it themselves.

That’s the difference this training makes. It’s not about pretending to be fearless. It’s about learning the tools to feel grounded, capable, and ready — even on the days when confidence feels far away.

The study lends evidence to what I’ve always believed: confidence isn’t a personality trait; it’s a practice. And when people learn it, they don’t just perform better at work — they thrive as themselves.

"Confidence is a strategic issue in the workplace"

— Penny Haslam

Penny Haslam
Founder, Bit Famous

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About the research

Study title: Evaluating the success of Workplace Confidence Training
Authors: Dr Vicki Elsey and Dr Kieran Ball, Northumbria University
Commissioned by: Bit Famous, in collaboration with the College of Policing
Participants: 500 senior police leaders from forces across England and Wales
Study period: May – October 2025
Research type: Mixed-method evaluation (quantitative and qualitative data)
Purpose: To assess the impact of the Workplace Mastermind Groups training on confidence, collaboration and professional development.

Source: Northumbria University, Faculty of Health and Life Sciences, 2025

Request the source material: hello@bitfamous.co.uk

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