Many people say that the bumblebee greatly overestimates its ability to fly because its body is much too large for the flimsy set of wings that nature gave it. But it thinks it can fly and expects to fly, and it flies very well.

“One of the greatest mistakes you can make is to underestimate yourself,” said my friend Nido Qubein, president of High Point University in North Carolina. “It is far worse to underestimate than it is to overestimate.”

He added, “The reason is quite simple: You act in harmony with the way you see yourself.”

Overestimating yourself, while it may lead to occasional setbacks or failures, often encourages you to take bold actions and pursue ambitious goals. Even if you don't always succeed, the experience gained and lessons learned from these endeavors can be invaluable. Overestimating yourself can foster a growth mindset, where you view challenges as opportunities to learn and improve.

On the other hand, underestimating yourself limits your potential and opportunities for growth. When you underestimate your abilities, you may avoid taking risks, miss out on valuable experiences and fail to realize your full potential. This mindset can lead to a lack of confidence and a fear of failure, which can hinder your personal and professional development.

“Don’t underestimate yourself,” said motivational speaker Les Brown. “You are capable of more than you can ever imagine.”

People often underestimate themselves in various ways, which can limit their potential and opportunities for growth. Here are some common ways individuals tend to underestimate themselves:

Doubting their abilities -- Many people question their skills and competencies, believing they are not capable of achieving certain tasks or goals. This self-doubt can prevent them from pursuing new opportunities or taking on challenging projects.

Fear of failure -- The fear of making mistakes or failing can be paralyzing. People may avoid trying new things or stepping out of their comfort zones because they are afraid of the potential negative outcomes.

Comparing themselves to others -- Constantly comparing oneself to others can lead to feelings of inadequacy. People may believe they are not as talented, intelligent or successful as their peers, which can diminish their self-worth.

Underestimating their experience -- Individuals often overlook the value of their experiences and the lessons they have learned. They may think their background is not impressive enough to qualify them for certain roles or opportunities.

Ignoring small achievements -- People tend to focus on their failures or shortcomings while ignoring their small victories and accomplishments. Recognizing and celebrating these achievements can boost confidence and motivation.

Lack of assertiveness -- Some individuals struggle to assert themselves in professional or personal settings. They may hesitate to voice their opinions, advocate for their needs or take on leadership roles.

Overemphasizing weaknesses -- Focusing too much on perceived weaknesses can overshadow one's strengths. People may believe their shortcomings are more significant than their positive attributes, leading to a skewed self-perception.

Avoiding risks -- Playing it safe and avoiding risks can lead to missed opportunities for growth and development. Taking calculated risks is often necessary for achieving significant progress and success.

Negative self-talk -- Engaging in negative self-talk and internal criticism can erode self-esteem. This negative mindset can create a self-fulfilling prophecy, where individuals believe they are not capable and, as a result, do not perform to their potential.

Underestimating their impact -- People may not realize the positive impact they have on others or their environment. Underestimating their influence can lead to a lack of initiative and engagement.

Don't let self-doubt hold you back. Recognize your strengths, celebrate your achievements and believe in your potential to achieve greatness.

Mackay's Moral: It's better to aim high and miss than to aim low and hit. Believing in yourself even when no one else does is the first step toward achieving greatness.

He can be reached through his website, www.harveymackay.com, by emailing harvey@mackay.com or by writing him at MackayMitchell Envelope Co., 2100 Elm St. SE, Minneapolis, MN 55414.)

James Corbett, known as “Gentleman Jim,” defeated John L. Sullivan for the heavyweight boxing crown in 1892. Here is what he had to say about what it takes to be a champion:

“Fight one more round. When your feet are so tired that you have to shuffle back to the center of the ring, fight one more round. When your arms are so tired that you can hardly lift your hands to come on guard, fight one more round. When your nose is bleeding and your eyes are black and you are so tired that you wish your opponent would crack you one on the jaw and put you to sleep, fight one more round -- remembering that the man who always fights one more round is never whipped.”

Courage is a critical component when it comes to making business decisions. Courage enables leaders to embrace innovation and take calculated risks. Without the willingness to step into the unknown, businesses often stagnate.

Entering new markets or launching new products requires bold decisions. Courage enables these strategic moves despite uncertainties.

Courage allows you to face challenges and is essential when addressing complex problems. It involves making tough calls that may not always be popular but are necessary for the long-term health of the business. During crises, courageous leaders can make swift decisions to mitigate damage and steer the company back on track.

Courage is equally vital in leadership for several reasons. It takes courage to set a bold vision and inspire others to follow it. Leaders must be willing to chart a course that others may not initially see. Implementing change within an organization often meets resistance. Courageous leaders push through discomfort to achieve transformative results.

Courageous leaders uphold their values and ethics, even when it’s difficult. This builds trust and loyalty among employees and stakeholders. It takes courage to be transparent, especially during tough times. Honest communication fosters a culture of trust and accountability.

Courageous leaders also empower their teams by delegating responsibilities and trusting their judgment. This not only develops future leaders but also fosters a collaborative environment. Providing honest feedback and mentorship requires courage. It involves difficult conversations aimed at personal and professional growth.

President John F. Kennedy wrote eloquently about courage in his Pulitzer Prize-winning book “Profiles in Courage.” Here is an excerpt: “Courage, the universal virtue, is comprehended by us all. For without belittling the courage with which men have died, we should not forget those acts of courage with which men have lived. The courage of life is often a less dramatic spectacle than the courage of a final moment; but it is no less a magnificent mixture of triumph and tragedy.”

To develop and demonstrate courage in your business, consider these practical steps:

Start small. Begin by taking small, calculated risks. This could be as simple as proposing a new idea in a meeting or volunteering for a challenging project.

Embrace failure. Understand that failure is a part of the journey. Learn from your mistakes and use them as steppingstones to success.

Seek feedback. Regularly ask for feedback from colleagues, mentors and even subordinates. Constructive criticism can help you grow and build confidence in your decisions. Regularly reflect on your decisions and actions. Understand your fears and work on overcoming them.

Educate yourself. Continuously learn and stay informed about your industry. The more knowledge you have, the more confident and courageous you will be when making decisions.

Set clear goals. Define your goals and the steps needed to achieve them. Having a clear road map can reduce fear and uncertainty.

Build a support network. Surround yourself with supportive and like-minded individuals. A strong network can provide encouragement and advice when you need it most.

Practice decision-making. Make it a habit to make decisions quickly and confidently. Over time, this practice will enhance your ability to make courageous choices.

Stand by your values. Uphold your values and principles, even when it's difficult. This builds trust and respect among your peers and subordinates.

Communicate transparently. Be open and honest in your communication. Transparency fosters a culture of trust and accountability.

Lead by example. Demonstrate courage through your actions. When your team sees you taking bold steps, they are more likely to follow suit.

Learn continuously. Equip yourself with knowledge and skills. The more informed you are, the more confident and courageous you will be in making decisions.

Mackay's Moral: Courage is like a muscle; the more you use it, the stronger it gets.

He can be reached through his website, www.harveymackay.com, by emailing harvey@mackay.com or by writing him at MackayMitchell Envelope Co., 2100 Elm St. SE, Minneapolis, MN 55414.)

Once there was a king who kept 10 wild dogs locked away in a dungeon under his castle to torture his enemies or his ministers who made the slightest mistake. Over the years, many of his ministers had been maimed or killed because of the king’s savage treatment.

One day, the king discovered a mistake in a document he was about to sign, and he grew very angry. He ordered his guards to hurl the minister in with the dogs, but the minister pleaded, “I have served you loyally for more than 10 years!”

The king said, “No matter. In with the dogs you go.”

The minister quickly said, “Please grant me one favor. Give me 10 days to arrange my affairs before carrying out your sentence.”

The king agreed.

Then the minister immediately went down to the dungeon to ask the guard if he could feed the dogs himself. “I want to look in their eyes before they devour me,” he said. For the next 10 days he fed the dogs, cleaned them and took the best care of them.

When the 10 days were up, the minister was thrown in the pit, but the dogs licked and nuzzled him as a friend.

The king was enraged and demanded, “What have you done to my savage dogs?”

The minister said, “I served them for 10 days, and they did not forget my service. Yet I served you for 10 years, and you forgot my loyalty at the first mistake. What does that tell you?”

The king finally realized the error of his ways and immediately ordered both the minister and dogs to be freed.

One of the first qualities that I look for in both employees and friends is loyalty. Someone can be a great worker, but if he or she isn’t loyal, their employment puts the company in jeopardy.

My philosophy is this: Employee loyalty begins with employer loyalty. Your employees should know that if they do the job they were hired to do with a reasonable amount of competence and efficiency, you will support them. You will take an interest in their career advancement and give them the tools they need to perform effectively.

In return, you as the employer can expect that your workforce is prepared to give their best effort every day.

It goes beyond the “I’ll scratch your back, and you scratch mine” notion. There is a common goal that can only be reached if everyone pulls together for the good of all.

Fostering employee loyalty is the first step to creating customer loyalty. Most businesses depend on loyal customers for their bread and butter, and occasionally for their gravy as well. That’s why April is customer loyalty month. We all have customers who will buy from us even when they can get a lower price somewhere else, or quicker turnaround or better service. But change all those “ors” into “ands,” and your customers will start to question your loyalty to them. The same holds true for employees. You can’t keep them guessing how they will be treated and expect them to give their best to you.

Frederick Reichheld, author of “Loyalty Rules!,” believes that loyalty is the fuel that drives financial success. Based on extensive research into companies from online start-ups to established institutions such as Harley Davidson, Enterprise Rent-A-Car, Cisco Systems, Dell Computer, Intuit and others, Reichheld reveals six bedrock principles of loyalty upon which true leaders build enduring enterprises.

1. Play to win/win. Never profit at the expense of partners.

2. Be picky: Membership must be a privilege.

3. Keep it simple: Reduce complexity for speed and flexibility.

4. Reward the right results: Worthy partners deserve worthy goals.

5. Listen hard and talk straight: Insist on honest, two-way communication and learning.

6. Preach what you practice: Explain your principles, then live by them.

Could it be simpler?

The people in your network should be able to depend on your loyalty as well.

Mackay’s Moral: Employees should be encouraged to ask questions, but they should never have to question your loyalty.

He can be reached through his website, www.harveymackay.com, by emailing harvey@mackay.com or by writing him at MackayMitchell Envelope Co., 2100 Elm St. SE, Minneapolis, MN 55414.)