Sachin Tendulkar – 'Main khelega!' at Karachi

    A bleeding 16-year-old refused to walk off a Test pitch in Karachi in 1989. Here's what Sachin Tendulkar's 'Main khelega!' moment teaches every Indian professional about self-confidence — and how to build it deliberately at work.

    Sachin Tendulkar – 'Main khelega!' at Karachi

    Sachin Tendulkar – 'Main khelega!' at Karachi

    A 16-year-old boy stood at the crease with blood streaming down his face, facing the fastest bowling attack in the world, and when his own teammate told him to walk off, he refused. That one sentence — 'Main khelega!' — is, for me, the purest case study of self-confidence I know. I use it in almost every leadership session I run, because it strips the idea down to its rawest form: not swagger, not arrogance, just a quiet, stubborn belief that you can handle what's coming.

    In short

    Where this sits on your Winning Kite

    Self-Confidence is the third trait on the EQ — left side — of your Winning Kite (KITE Leadership Framework). Think of your kite hovering on the ground, tethered, however skilled or well-connected you are. Self-confidence is the wind. Without it, your technical skills (PQ) never get tested in the open, and your relationships (RQ) never get the benefit of you speaking up. With it, the whole kite catches air.

    November 1989: A 16-Year-Old at Karachi's National Stadium

    It was November 1989. Karachi's National Stadium was packed with over 50,000 roaring fans. India was batting against Pakistan in a Test match, up against one of the most feared pace attacks cricket has ever produced — Wasim Akram, Waqar Younis, and Imran Khan.

    The situation was already tense before the boy walked in. India's batting lineup was crumbling. Wickets were falling. The ball was swinging viciously off a green, hostile pitch. And then, onto that pitch walked a 16-year-old — Sachin Tendulkar, the youngest player on the Indian team, playing only his second Test match. The whole stadium knew he was vulnerable. Pakistan's bowlers sensed blood — quite literally, as it turned out.

    On just the second ball he faced, Waqar Younis bowled a vicious bouncer that slammed straight into Sachin's face. Blood streamed down his nose. The physiotherapist raced onto the field. His senior teammate, Navjot Singh Sidhu, walked over and told him, in effect: retire hurt, you're injured, come back later. No one would have blamed a 16-year-old for walking off after that.

    But Sachin did something extraordinary. He wiped the blood off his face and, with unshakable resolve, said: "Main khelega." ("I will play.")

    He didn't just stay on the field for a token over. He batted for hours, facing some of the deadliest fast bowling in the world, with a bloodied nose and no helmet protection over it. Together, Sachin and Sidhu built a fighting 101-run partnership that rescued India from what looked like certain defeat. The match ended in a draw. Sachin didn't score a century that day — he didn't need to. He showed the world something far more powerful: unbreakable self-belief under the worst possible pressure. That single innings set the tone for a career that would eventually make him the "God of Cricket."

    That's self-belief. Not the absence of pain or fear — the presence of a decision to stay anyway.

    What Self-Confidence Actually Is

    Self-confidence is the deep, internal belief in your own abilities — your capacity to handle challenges, make decisions under pressure, and take action even when the outcome is uncertain.

    It's not arrogance. It's not blind optimism. It's not pretending you know everything. Self-confidence is knowing that you have the skills, the resilience, and the courage to figure things out — even when the situation is difficult. Psychologists have a more technical name for this: self-efficacy — a positive judgment of your own ability to perform. It isn't only about skill; it's the belief that lets you use the skill you already have.

    People with self-confidence typically:

    When Self-Confidence Gets Tested at Work

    Self-confidence isn't tested during smooth sailing. It's tested when things get tough — when your manager hands you a high-stakes project with a tight deadline and the whole leadership team will be watching; when your proposal gets rejected or a client picks a competitor over your solution; when you're in a room full of directors and VPs and you have an idea but aren't sure it's "good enough"; when a colleague publicly questions a call you made; when you're offered a stretch role that's bigger than anything you've done before.

    These are the moments — not the calm ones — where self-confidence quietly separates star performers from average employees.

    Employee A vs Employee B: The Confidence Gap

    I've watched this play out inside my own company more times than I can count. Take two professionals, same level, same qualifications.

    Employee A (low self-confidence) waits for detailed instructions before starting any task, avoids volunteering for challenging projects, stays silent in meetings even with valuable input, takes criticism personally for days, constantly seeks reassurance ("Is this okay? Should I change anything?"), hesitates to make decisions, always deferring to seniors, and dismisses praise ("Oh, it was nothing, anyone could have done it").

    Employee B (high self-confidence) takes initiative and figures things out as they go, volunteers for stretch assignments, speaks up in meetings even with half-formed ideas, takes feedback constructively and bounces back fast, makes decisions within their scope without constant validation, handles uncertainty with "I'll figure it out," and accepts praise gracefully.

    Both may have identical technical skills and intelligence. But Employee B grows faster, gets promoted sooner, and is seen as leadership material — purely because of self-confidence.

    Why So Many Talented Professionals Lack It

    If self-confidence matters this much, why do so many capable people struggle with it? In my sessions I usually walk through six reasons: fear of failure conditioned since school, where failure meant punishment; the comparison trap of social media and workplace dynamics that has you measuring yourself against everyone else instead of your own progress; harsh negative self-talk — "you're not smart enough," "you'll mess this up"; past rejections or criticism that stay with you and whisper you're not capable; perfectionism, which paralyzes action because you're always waiting to be "ready enough"; and, honestly, sometimes a genuine lack of preparation — if you haven't done the work, your lack of confidence is justified, and your inner voice saying "you're not ready" is correct.

    Sana's Journey to Shark Tank India

    Sana joined my company, ABC Trainings, first as a telecaller and later took on sales responsibilities. Even at the beginning she stood out — constantly asking how to grow a business and pitch ideas effectively. Some colleagues saw her big ambitions as daydreaming. I noticed a determined spark.

    Her dream was to appear on Shark Tank India — a show I'll admit I don't personally endorse wholeheartedly, but for her generation it's a defining platform, a stage that can launch a venture. Through sustained self-confidence and continuous learning, Sana made it there in 2023 and pitched her idea on national television, with real boldness and resilience.

    I'm honestly not sure how the business fared afterward. But one thing is clear: simply getting onto that stage was a milestone. For someone of her generation, that was a huge move — and even if the venture didn't survive long-term, that experience will have taught her lessons she carries into her next attempt. Without self-confidence, Sana would never have taken that leap in the first place.

    Dhoni's Gamble: Self-Confidence in Decision-Making

    When India and Pakistan met in the final of the 2007 ICC World Twenty20, the tension was unbearable. With one over left, Pakistan needed 13 runs to win. In a move nobody expected, captain Mahendra Singh Dhoni tossed the ball to Joginder Sharma — a relatively inexperienced bowler at the international level.

    The over began badly: a wide off the first ball. On the next legal delivery, Misbah-ul-Haq smashed a six, and every Indian fan's heart sank. India's hopes hung by a thread. Yet through all of it, Dhoni stayed calm and stuck to his decision. This wasn't only about picking the bowler — it was about backing him when the pressure peaked. Dhoni could have second-guessed himself, changed the plan, panicked. He didn't. The very next ball, Misbah attempted an audacious scoop shot and was caught at short fine leg by Sreesanth. India won the World Cup, and Dhoni's calm, self-assured call became cricketing folklore.

    Self-confidence like this doesn't develop in isolation — a supportive environment plays a huge role in whether people can sustain it under pressure. If leaders don't believe in themselves, that doubt cascades down through the team and drags morale with it. From my own experience as a public speaker, I'd say self-confidence is a habit, not an inborn trait. You can build it — deliberately.

    The Other Failure Mode: When Confidence Tips Into Arrogance

    Self-confidence is a double-edged sword. Pushed too far without balance, it curdles into arrogance — especially in people who stop listening to advice.

    Shrinath joined my company as an operations manager. Early on, everyone saw him as hardworking, with a warm relationship with our Business Head. But his self-confidence soon overshot. He felt his own ideas were always correct, took on tasks beyond his ability, and rarely listened to his teammates. Over time his team felt ignored and unappreciated — arguments piled up, morale dropped. Because he believed he was always right, he couldn't see his own mistakes. Even though the CEO liked him initially, the wider team lost faith. When promotions came up, Shrinath was overlooked — managers felt his overconfidence held him back. He didn't take feedback well, brushed off anyone who tried to guide him, and eventually left the company. The pattern followed him: in his next workplaces, he still couldn't adapt, still couldn't value new teams' input, still ignored feedback — and his career stalled again.

    The lesson is simple and important: believe in yourself, but stay open to advice, criticism, and change. That combination — not raw self-assurance alone — is what produces real progress.

    Self-Confidence Across Professions

    As an auditor, if a client's senior manager pressures you to overlook a discrepancy — with incentives or veiled threats — lack of self-confidence can tempt you to compromise your ethics out of fear. Trust in your own judgment lets you stand firm and stay unbiased.

    In corporate sales, self-confidence is often the difference between closing a big deal and walking away empty-handed. If you're unsure of yourself, you avoid the hard pitch meetings or speak less convincingly. If you believe in your product and your own ability, you take initiative, present clearly, handle objections, and close more deals.

    In aviation, hesitation from a co-pilot who lacks confidence to voice a correct opinion has, historically, contributed to real air disasters. Quick, confident communication under pressure isn't optional in a cockpit — it's survival.

    Captain Rustom Palia and the AI-101 Emergency Landing

    In September 2018, Captain Rustom Palia took charge of Air India Flight AI-101 from Delhi to New York — a journey of more than 14 hours. High above 37,000 feet, the Boeing 777 ran into serious technical trouble: all Instrument Landing Systems (ILS) failed — the systems that help pilots line up with the runway — and the auto-throttle system stopped working, meaning speed had to be adjusted entirely by hand.

    As the aircraft neared Newark Liberty International Airport with 370 passengers and 15 crew aboard, Captain Palia stayed calm and made a bold call: attempt a "no ILS, no auto-throttle" landing, relying almost entirely on manual flying skill. His co-pilot, Captain S. R. Alphonse, shared the same quiet self-confidence, trusting their training instead of panicking about what could go wrong. In the cabin, nervous passengers were reassured by calm announcements. With no electronic aids, the pilots watched altitude, speed, and runway alignment second by second — one slip in speed or angle could have made the landing rough or worse. Because of their unwavering self-confidence and belief in their training, they brought the plane down safely. Everyone walked off grateful and relieved.

    Nikita and Trupti: Self-Confidence as a Team Rescue

    At a software training center, a popular trainer named Shruti — known for a short temper — got into a heated argument with management, made a scene, and quit on the spot, leaving several ongoing batches incomplete. Clients who'd already paid were left hanging, and the center's reputation hung in the balance.

    The other trainers hesitated, unsure they could fill her shoes, some fearing the same pressure that pushed Shruti to quit — a visible lack of self-confidence spreading through the room. In the middle of that chaos, Nikita, one of the trainers, stood up and confidently said she could handle it. She assured management she'd take on Shruti's unfinished courses and support any new trainer who joined. That single act of self-belief eased tensions and restored hope; she guided a new recruit, divided the pending batches, and made sure every student finished without feeling neglected.

    A similar crisis struck again when two trainers didn't show up one morning, with no notice. Trupti stepped up — confident in her abilities, she juggled the pending batches, handled admin, rescheduled classes, and reassured nervous students. Because of her self-confidence and willingness to fight fires, the center came out on top again.

    In both stories, self-confidence wasn't about personal gain. It was about uplifting the team, protecting the organization's reputation, and making sure clients and colleagues felt secure. These are the people who keep the show running when everything else is going wrong.

    Australia vs Bangladesh, 2006 and 2007: Belief Decides the Chase

    On 11th April 2006, at Fatullah Cricket Stadium, Bangladesh — a side many considered too weak to trouble the world's top-ranked team — put up 250 for 5 against Australia, a huge total for them. When Australia batted, they stumbled early, losing their first wicket at just 14 and slipping to 84 for 5. Most teams would have resigned themselves to defeat at that point. But Australia had self-confidence on their side, especially from Adam Gilchrist and Michael Hussey. Gilchrist later said in interview that he never felt the game was lost — he always believed there was a chance if the team stayed positive. Australia went on to win.

    The same pattern repeated in the 2007 World Cup. Chasing Bangladesh's total of 251, Australia again slipped to 84 for 4. Again Gilchrist walked in with the same mindset: "I never felt the game was lost. I always believe there's a chance if we stay positive." He smashed 83 off 50 balls — 10 fours, 5 sixes — and Australia won by 10 wickets with 8 overs to spare. What looked like an impossible chase became a dominant victory, because one player refused to stop believing. On the other side, Bangladesh's captain Habibul Bashar admitted afterward that his team had been playing not to lose rather than to win — that defensive, low-confidence mindset cost them a historic result.

    How to Build Self-Confidence Deliberately

    The good news is that self-confidence isn't a fixed trait you're born with — it's a skill, built through deliberate practice, much like Carol Dweck's growth-mindset research suggests ability itself can be developed rather than fixed. Here's how I coach professionals to build it:

    1. Build competence first. Confidence without competence is arrogance. If you want to feel confident presenting, rehearse ten times. If you want to feel confident in Excel, master it through practice and real projects. Competence creates confidence.
    2. Start small and stack wins. Don't try to become confident overnight. Speak up once in a meeting. Volunteer for one small task outside your comfort zone. Each small win builds belief — and these wins compound.
    3. Reframe failure as feedback. Every mistake is data. Ask "what can I learn from this?" instead of "why am I so terrible?" Confident people fail more often — not because they're reckless, but because they try more things.
    4. Challenge negative self-talk. When the inner voice says "you can't do this," ask: is that actually true? What evidence do I have? Often the fear is irrational. Replace it with "I haven't done this before, but I can learn."
    5. Surround yourself with believers. Find mentors, colleagues, friends who see your potential even when you don't. Their belief can carry you until your own belief catches up.
    6. Celebrate your achievements. Most professionals downplay their wins and rush to the next task. Keep a "wins journal." On tough days, read it back to remind yourself what you're capable of.
    7. Take action despite fear. Confidence doesn't arrive before action — it arrives after. You won't feel ready until you do the thing that scares you. Apply for the role. Give the presentation. Have the hard conversation. Action builds confidence, not the other way round.

    This mirrors what Daniel Goleman describes as a core competency of emotional intelligence — the self-assurance to act on your own judgment under pressure. It isn't a borrowed idea here; it's the same conclusion Sachin's Karachi innings, Dhoni's World Cup gamble, and Nikita's rescue of a training center all point to independently: belief precedes capability being tested, not the other way round.

    The Cost of Not Having It

    Let me be blunt about what happens when self-confidence is missing. You don't apply for the job. You don't pitch the idea. You don't ask for the raise. Your peers move ahead — not because they're more talented, but because they took the risk you didn't. You overthink every decision, seek endless opinions, and still can't decide. People sense your hesitation in meetings, presentations, and negotiations, and stop taking you seriously. Some people compensate by working twice as hard to "prove" themselves, which just leads to exhaustion and resentment. Self-confidence isn't a nice-to-have. It's essential for professional survival, never mind growth.

    If you want a structured way to build this trait across your team rather than leaving it to chance, this is exactly the kind of work I run through Signature Corporate Training Programs and the broader corporate training topics I deliver across India.

    A Final Thought

    Remember Sachin standing on that Karachi pitch with blood on his face. He could have walked off. No one would have blamed him. But he chose to stay — not because he knew he'd succeed, but because he believed in his ability to try.

    That's what self-confidence is. Not a guarantee of success. The belief that you're capable of facing whatever comes your way. So ask yourself: what would you do differently if you truly believed in yourself? Which opportunity would you pursue? Which conversation would you have? Which risk would you take? Your career, your growth, your success — they're all waiting on the other side of self-belief. The only question is whether you're ready to believe.

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    Avinash Chate

    TEDx Speaker · Founder, The Future Corporate · Author of Stars at India Inc.

    Avinash has trained the Indian Army, BRO, RBI, BARC, JSW Steel and 1000+ corporate leaders across India. His work focuses on leadership, emotional intelligence and behavioural training rooted in Indian values and modern business needs.

    Frequently Asked Questions

    What is the 'Main khelega' story about Sachin Tendulkar?

    In November 1989, a 16-year-old Sachin Tendulkar was hit on the nose by a Waqar Younis bouncer in his second Test match at Karachi. Bleeding and urged to retire hurt, he wiped the blood and said 'Main khelega!' ('I will play!'), then batted on to build a 101-run partnership with Navjot Singh Sidhu that saved the Test for India.

    Why is this story used as an example of self-confidence?

    Sachin didn't know he would succeed — no one guarantees runs after a bloodied nose against the world's fastest bowlers. What he had was self-efficacy: the belief that he could handle whatever came next. That is the essence of self-confidence — not certainty of outcome, but trust in your own capacity to respond.

    Where does self-confidence sit on the Winning Kite framework?

    Self-confidence is Trait #3 on the EQ (Emotional Intelligence) — left — side of the Winning Kite. It is the wind beneath the kite: without it, your PQ (skills) and RQ (relationships) stay grounded because you never risk using them. Read more at /kite-leadership-framework.

    How can a professional build self-confidence deliberately?

    Build competence first, start with small wins and stack them, reframe failure as feedback, challenge negative self-talk with evidence, surround yourself with people who believe in you, celebrate your wins, and take action before you feel ready — confidence follows action, it doesn't precede it.

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