Confidence at Work: 9 Career Moves That Show You Mean Business
Stop waiting to be noticed. These strategic actions signal to everyone—including yourself—that you are serious about your career.
Introduction: The Confidence Gap That Is Holding You Back
You are good at your job. Maybe even excellent. You have the skills, the experience, the ideas that could move your team forward. You work hard, meet deadlines, and consistently deliver results.
So why does it feel like everyone else is advancing while you stay stuck?
The answer might not be your competence. It might be your confidence—or more specifically, how that confidence (or lack of it) shows up in your professional behavior.
Here is an uncomfortable truth: in most workplaces, talent alone is not enough. The people who advance are not always the most skilled—they are often the most visibly confident. They speak up in meetings. They ask for what they deserve. They take strategic risks. They make career moves that signal to everyone watching: I belong here, and I am going places.
This is not about arrogance or self-promotion for its own sake. It is about ensuring that your competence is not invisible. It is about taking ownership of your career instead of waiting for someone else to notice your worth. It is about closing the gap between what you can do and what the world sees you doing.
This article presents nine career moves that demonstrate confidence and signal that you mean business. These are not personality changes or fake-it-till-you-make-it tricks. They are concrete, actionable behaviors that you can start implementing immediately—behaviors that will change how others perceive you and, perhaps more importantly, how you perceive yourself.
Some of these moves might feel uncomfortable at first, especially if you have spent your career keeping your head down and hoping good work speaks for itself. But comfort and growth rarely coexist. If you want different results, you need different actions.
Your career is too important to leave to chance—or to other people’s recognition of your unspoken worth. It is time to show everyone you mean business.
Let us begin.
Why Confidence Matters More Than You Think
Before we explore the nine moves, let us understand why workplace confidence is so strategically important.
The Perception-Reality Gap
Research consistently shows that people assess competence partly through confidence signals. When you speak with certainty, maintain strong body language, and advocate for yourself, others assume you know what you are doing. When you hedge, minimize yourself, and defer unnecessarily, others question your capabilities—even if your actual work is excellent.
This is not fair. Competence should speak for itself. But we do not live in a fair world; we live in a world where perception shapes opportunity. Understanding this dynamic is not cynical—it is strategic.
The Self-Fulfilling Prophecy
Confidence creates a feedback loop. When you act confident, others treat you as capable. Being treated as capable reinforces your belief in yourself. That reinforced belief leads to more confident action. The cycle builds on itself.
The reverse is also true. When you act uncertain, others treat you as questionable. Being treated as questionable erodes your self-belief. That eroded belief leads to more uncertain action. This cycle also builds on itself—in the wrong direction.
The moves in this article are designed to start the positive cycle.
The Opportunity Cost of Invisibility
Every time you stay silent when you have something valuable to say, you miss an opportunity—to influence, to be recognized, to advance. Every time you do not ask for what you deserve, you leave value on the table. Every time you make yourself small, you reinforce to others (and yourself) that you are small.
These missed opportunities compound. Over a career, the difference between someone who consistently shows confidence and someone who consistently holds back can be enormous: different titles, different salaries, different trajectories, different lives.
The cost of workplace invisibility is real. It is measured in promotions not received, raises not negotiated, opportunities not offered, and potential not realized.
Career Move 1: Speak Up in the First Five Minutes of Every Meeting
The Move
Make it a rule: contribute substantively within the first five minutes of every meeting you attend. Ask a question, offer an observation, build on someone’s point—but do not sit silently while others establish the conversation.
Why It Shows Confidence
Early speakers are perceived as more engaged, more confident, and more valuable. Psychological research shows that people who speak first in group settings are often seen as leaders, regardless of the actual value of their contribution.
Waiting too long creates inertia. The longer you stay silent, the harder it becomes to speak. Your window of comfortable entry narrows. Your thoughts become stale. By speaking early, you establish yourself as a participant, not a spectator.
How to Implement It
Before every meeting, prepare at least one contribution: a question about the agenda, an insight relevant to the topic, or a point that builds on common knowledge. Have this ready before you walk in.
If nothing prepared feels right, use reliable entry points:
- “I’d like to add some context to that…”
- “One question I have as we begin…”
- “Something that might be relevant here…”
- “I’d like to understand more about…”
The content matters less than the action. You are training yourself to be an early contributor, breaking the pattern of silent observation.
Real-Life Example
Jasmine was consistently the smartest person in meetings and consistently the quietest. Her manager had feedback: “You need to speak up more. I know you have good ideas, but no one else does.”
She started the five-minute rule. At first, it felt forced—she was speaking just to speak. But over time, something shifted. Speaking early became natural. Her contributions became more substantive because she was already in the conversation. Her manager noticed. So did leadership. Within a year, she had been promoted to a role that required exactly the vocal presence she had developed.
Career Move 2: Negotiate Your Salary and Benefits
The Move
Stop accepting the first offer. Whether you are taking a new job or discussing a raise, negotiate. Ask for more than is offered. Make a case for your value. Be willing to have an uncomfortable conversation about money.
Why It Shows Confidence
Negotiation signals that you know your worth and expect to be compensated accordingly. It tells employers that you are someone who advocates for yourself—a quality they will want when you advocate for their interests too.
The failure to negotiate signals the opposite: that you will accept whatever is given, that you do not value yourself highly, that you can be underpaid without consequence. This perception follows you and affects how you are treated in other contexts.
How to Implement It
Do your research: Know the market rate for your role, experience level, and location. Use sites like Glassdoor, LinkedIn Salary, and industry surveys. Have data to support your ask.
Name a specific number: Vague requests (“I’d like more”) are weak. Specific requests (“I’m looking for $X based on market data and my contributions”) are powerful.
Practice the conversation: Negotiation is a skill. Practice with a friend, a coach, or even in front of a mirror. Get comfortable with the words before you need to say them.
Be prepared to walk away: The strongest negotiating position is genuine willingness to decline if your needs are not met. You do not always have this option, but when you do, it shows.
The Numbers
Research suggests that people who negotiate salary offers earn significantly more over their careers—potentially $1 million or more in lifetime earnings. Yet many people, especially women and minorities, do not negotiate at all.
Every dollar you do not ask for is a dollar you will not receive—and that gap compounds year after year.
Real-Life Example
When Marcus received his job offer, his first instinct was gratitude and immediate acceptance. Instead, he paused. He researched comparable salaries, found he was being offered below market rate, and scheduled a call.
“I’m very excited about this opportunity,” he said. “Based on my experience and the market rate for this role, I was expecting something closer to $X. Is there flexibility in the offer?”
There was. He got an additional $12,000 per year—not because he threatened or demanded, but because he asked. That $12,000, compounded over years with raises building on a higher base, will amount to hundreds of thousands of dollars over his career.
All because he asked.
Career Move 3: Take Credit for Your Work (Clearly and Publicly)
The Move
When you accomplish something significant, make sure the right people know about it. Do not wait for others to notice or give credit. Clearly and appropriately communicate your contributions.
Why It Shows Confidence
Taking credit is not bragging—it is accurate representation. When you allow your work to be attributed to others, forgotten, or subsumed under a team banner that obscures your role, you teach people that you are not important.
Confident professionals ensure their contributions are visible. Not through arrogance, but through clear communication. They say “I” when they led something. They share updates that highlight their work. They make sure performance reviews reflect reality.
How to Implement It
Use “I” appropriately: When you led something, say “I led.” When you contributed, say “I contributed.” Save “we” for genuinely collaborative work where individual attribution is inappropriate.
Send progress updates: Regular emails to your manager updating them on your accomplishments serve dual purposes—they keep leadership informed and create a record of your contributions.
Speak up when credit is misdirected: If someone takes credit for your work, correct the record professionally: “I appreciate the mention, though I should clarify that I actually developed that approach. Happy to discuss the thinking behind it.”
Prepare for reviews: Keep a running document of your accomplishments throughout the year. When review time comes, you will have evidence at hand rather than relying on memory.
The Balance
Taking credit is not about claiming others’ work or hogging the spotlight inappropriately. It is about accurate attribution. You can be generous in acknowledging collaborators while still being clear about your own role.
The goal is not to be seen as self-promoting but to be seen at all. Too many capable people are invisible because they assume their work speaks for itself. It does not. You need to speak for it too.
Real-Life Example
Priya developed a new process that saved her company significant money. In the team meeting where results were presented, her manager thanked “the team” generically. Priya could have let it go—she had in the past.
Instead, she followed up with an email to her manager and key stakeholders: “I wanted to share some additional context on the process improvements we discussed. I designed and implemented this approach, and I’m excited about the results. Happy to walk through the methodology with anyone interested.”
Her manager appreciated the clarity. Leadership took note. When promotion conversations happened, Priya’s contributions were visible and documented—because she had made them so.
Career Move 4: Ask for Stretch Assignments
The Move
Proactively request projects and responsibilities that are slightly beyond your current role—assignments that will challenge you, increase your visibility, and position you for advancement.
Why It Shows Confidence
Asking for stretch assignments signals ambition, capability, and willingness to grow. It tells leadership that you see yourself as someone who can handle more—and that you are not content to stay static.
Waiting to be offered opportunities is passive. Those opportunities often go to people who ask for them, not people who wait. By asking, you take control of your development rather than leaving it to others’ recognition.
How to Implement It
Identify opportunities: Pay attention to projects being discussed, initiatives being planned, and problems being identified. Look for places where you could contribute at a higher level than your current role.
Make the ask specific: “I’d like to be considered for the new product launch team” is stronger than “I’d like more responsibility.” Specific requests are easier to grant.
Connect to value: Frame your ask in terms of what you can contribute, not just what you want. “I think my experience with X could help the Y initiative, and I’d love the chance to contribute” positions you as an asset.
Accept the challenge: If you get the assignment, commit fully. Stretch means stretch—you will be uncomfortable. That discomfort is the point.
The Growth Accelerator
Stretch assignments compress career development. You learn faster when challenged. You prove capability faster when given the opportunity to demonstrate it. One well-executed stretch assignment can do more for your career than years of competent work at your current level.
The key is asking. Leadership cannot read your mind. If you want to grow, you need to request the opportunities that enable growth.
Real-Life Example
Derek was comfortable in his role—maybe too comfortable. He was competent, reliable, and completely invisible to senior leadership. His manager’s manager did not know his name.
He started asking for stretch assignments. First, a small cross-functional project. Then, leading a component of a bigger initiative. Then, presenting results to senior leadership.
Each assignment stretched him. Each success increased his visibility. Within two years, he had been promoted twice—not because he waited to be noticed, but because he asked for the opportunities that made him noticeable.
Career Move 5: Set Boundaries and Protect Your Time
The Move
Say no to requests that do not serve your priorities. Protect your calendar from unnecessary meetings. Establish and maintain boundaries around your time, energy, and availability.
Why It Shows Confidence
Counterintuitively, saying no signals confidence more than saying yes. People who say yes to everything are seen as accommodating—but also as pushovers. People who say no strategically are seen as having priorities, standards, and self-respect.
Confident professionals understand that their time is valuable and act accordingly. They do not apologize for having priorities. They do not let others’ urgency become their emergency. They allocate their resources deliberately rather than reactively.
How to Implement It
Get clear on your priorities: You cannot protect time if you do not know what it should be spent on. Identify your most important work and defend it.
Use these phrases:
- “I don’t have bandwidth for that right now, but I could revisit in [timeframe].”
- “That’s not where I’m focusing my energy, but [alternative suggestion].”
- “I have a conflict during that meeting—could someone send notes?”
- “I need to decline this one to protect my other commitments.”
Block focus time: Put holds on your calendar for deep work. Treat these blocks as seriously as meetings with important people—because they are meetings with yourself.
Do not over-explain: “I can’t make that meeting” does not require a detailed justification. Confident people decline without excessive apology or explanation.
The Paradox
People who protect their time are often more respected, not less. They are seen as serious about their work, clear about their priorities, and confident in their judgment. The person who says yes to everything is often seen as less valuable than the person who says yes selectively.
Boundaries are not barriers to success. They are prerequisites for it.
Real-Life Example
Alicia was drowning. She had said yes to every request until her calendar was packed with meetings for other people’s priorities. Her own work happened on nights and weekends—when she had energy left, which was rarely.
She started protecting her time. She declined meetings where she was not essential. She blocked mornings for focused work. She said no to projects that did not align with her goals.
At first, she worried about being seen as unhelpful. The opposite happened. People began to respect her time because she respected it first. She delivered better work because she had time to do it. Her career accelerated as her boundaries strengthened.
Career Move 6: Build Relationships With Power, Not Just Proximity
The Move
Deliberately cultivate relationships with people who have influence over your career—not just the people who happen to sit near you or work on your immediate team.
Why It Shows Confidence
Reaching out to senior leaders, decision-makers, and influential people requires confidence. You have to believe that you have something to offer, that your time is worth their time, that you belong in conversations with people above your level.
These relationships are also strategically critical. Opportunities often come through relationships. Promotions often depend on visibility with decision-makers. Career advancement is as much about who knows you as what you know.
How to Implement It
Identify key players: Who influences decisions about your career? Who leads initiatives you want to be part of? Who has power in your organization? Make a list.
Find natural connection points: Look for shared projects, common interests, relevant questions you could ask them. Do not manufacture relationships—find genuine reasons to connect.
Offer value first: The best way to build relationships with powerful people is to be useful to them. What do you know, do, or have access to that could help them?
Request informational conversations: “I’m interested in learning more about [their area]. Would you have 20 minutes for a coffee or call?” Most senior people are willing to have these conversations—but most junior people do not ask.
Beyond Your Boss
Many people rely entirely on their direct manager for career advancement. This is risky. If your boss does not advocate for you, does not have power, or leaves the organization, you have no backup.
Building relationships across the organization creates multiple paths to opportunity. Skip-level relationships (with your boss’s boss) are particularly valuable—they give you visibility with the person who often makes or influences promotion decisions.
Real-Life Example
Terrence realized that despite strong performance, he was unknown outside his immediate team. His manager appreciated him, but that was not enough for advancement.
He started reaching out. Coffee with a director in another department. A brief conversation with a VP after an all-hands meeting. An informational interview with someone in a role he aspired to.
Each conversation built his network. When a position opened that was perfect for him, he had relationships with three people involved in the hiring process. He got the job—not because he was the only qualified candidate, but because he was a qualified candidate they already knew and trusted.
Career Move 7: Own Your Mistakes Without Excessive Apology
The Move
When you make a mistake, acknowledge it directly, briefly, and without spiraling into self-flagellation. Own it, explain how you will address it, and move on.
Why It Shows Confidence
Everyone makes mistakes. How you handle them reveals character. Excessive apology, prolonged self-criticism, and visible anxiety signal insecurity. Brief acknowledgment, clear remediation, and forward focus signal confidence.
The confident response to a mistake is: “I got that wrong. Here’s what happened, here’s what I learned, and here’s what I’m doing to fix it.” Not: “I’m so sorry, I can’t believe I did that, I’m such an idiot, I hope you can forgive me, I promise it will never happen again, I feel terrible…”
How to Implement It
Acknowledge quickly: The longer you wait to own a mistake, the worse it looks. Address it as soon as you are aware.
Be specific: “I made an error in the report” is better than vague general apology. Name what went wrong.
Focus on forward: After brief acknowledgment, pivot to resolution. What are you doing to fix it? What will you do differently?
Limit the apology: One clear apology is sufficient. Repeating it undermines your credibility and makes others uncomfortable.
The Counterintuitive Truth
People who own mistakes confidently are often trusted more than people who never make mistakes. Why? Because everyone knows that perfection is impossible. Seeing someone handle failure well increases confidence that they will handle future challenges well.
Your response to mistakes is a leadership audition. Pass it by owning errors with grace.
Real-Life Example
Catherine made a significant error that affected a client presentation. Her first instinct was to apologize profusely, explain all the reasons it happened, and demonstrate how terrible she felt.
Instead, she sent a brief email: “I made an error in the data on slide 7. The correct figures are attached. I’ve also implemented a new review step to prevent this in the future. Apologies for the confusion, and let me know if you have any questions.”
Her manager was impressed—not that she had made a mistake, but that she had handled it so professionally. The incident became evidence of her reliability, not a mark against her.
Career Move 8: Dress and Present Yourself One Level Up
The Move
Adopt the professional appearance and presence of someone at the level you aspire to reach—not the level you currently occupy.
Why It Shows Confidence
Fair or not, appearance affects perception. People make rapid judgments based on how you present yourself. Dressing and carrying yourself at a higher level signals that you belong there—that your promotion would be a natural fit, not a stretch.
This is not about expensive clothing or conforming to arbitrary standards. It is about signaling intention. When you present yourself as a senior professional, people begin to perceive you as one—and that perception influences opportunity.
How to Implement It
Observe the level above you: What do people at that level wear? How do they carry themselves? What is their energy in meetings? Note the patterns.
Close the gap: Identify specific areas where your presentation differs from that higher level. Address them systematically.
Invest strategically: You do not need an expensive wardrobe, but a few high-quality pieces that fit well can transform your appearance. Quality over quantity.
Extend beyond clothing: Presence includes body language, voice, and energy. Stand taller. Speak with more authority. Take up appropriate space.
The Visual Resume
Your appearance is a visual resume. Before anyone reads your actual qualifications, they have formed an impression based on how you present yourself. Make sure that impression supports your goals.
This move is especially important in situations with new audiences—interviews, presentations to leadership, cross-functional meetings. When people do not know your work, they rely more heavily on visual signals.
Real-Life Example
Robert noticed that he dressed noticeably more casually than people at the level he aspired to reach. His work was strong, but his appearance suggested someone less senior.
He upgraded strategically: better-fitting shirts, real shoes instead of sneakers, attention to grooming details. He did not transform into someone he was not—he elevated the version of himself he already was.
Within months, people began treating him differently. He was included in conversations he had been excluded from before. When he was promoted, multiple people said they had already started thinking of him as being at that level.
Career Move 9: Apply for Jobs and Opportunities Before You Feel Ready
The Move
Stop waiting until you meet every qualification. Apply for positions, raise your hand for opportunities, and put yourself forward for consideration even when you feel underqualified.
Why It Shows Confidence
Research famously suggests that men apply for jobs when they meet about 60% of the qualifications, while women often wait until they meet 100%. This pattern—hesitating until you feel fully ready—limits career growth.
Confident professionals understand that job descriptions are wish lists, not minimum requirements. They apply anyway, learning and growing into roles rather than waiting until growth is complete.
The willingness to be slightly uncomfortable, to stretch into new territory before feeling ready, is one of the clearest signals of confidence—and one of the most effective accelerators of advancement.
How to Implement It
Reframe qualifications: View job requirements as a guide, not a checklist. If you meet most requirements and could quickly learn the rest, apply.
Apply to stretch roles: Include positions slightly above your current level in your applications. The worst outcome is a “no” that costs you nothing.
Raise your hand internally: Volunteer for projects before you feel fully prepared. The preparation often happens through the doing.
Adopt a growth mindset: Instead of “I don’t have that skill,” think “I could develop that skill through this opportunity.”
The Learning Zone
Growth happens outside the comfort zone. If you wait until you are ready, you wait forever—because readiness comes from experience, and experience requires trying things you are not yet ready for.
The discomfort of being slightly underqualified is the feeling of growth in progress.
Real-Life Example
Jennifer saw a job posting for her dream role. She met about 70% of the qualifications. Her first instinct was to wait, get more experience, and apply for the next similar posting.
Her mentor challenged her: “What do you have to lose?”
She applied, acknowledging in her cover letter that she was still developing in certain areas while emphasizing her strengths and learning agility. She got the interview. She got the job. She learned what she needed to learn.
Two years later, she realized that if she had waited until she felt “ready,” she might still be waiting.
Building a Confidence Practice
These nine moves are powerful individually. Together, they create a pattern of behavior that transforms how you are perceived—and how you perceive yourself.
Start With One
You do not need to implement all nine moves tomorrow. Choose the one that feels most relevant to your current situation or most challenging given your tendencies. Focus on that move until it becomes habitual, then add another.
Expect Discomfort
These moves will feel uncomfortable at first. Confidence moves require acting confident before you feel confident—which creates tension. That tension is not a sign that something is wrong. It is a sign that you are growing.
Track Your Progress
Keep a record of your confidence moves: when you spoke up in a meeting, when you negotiated, when you asked for a stretch assignment. This record provides evidence of your growth and fuel for continued development.
Get Support
Find accountability partners, mentors, or coaches who can encourage your confidence-building and provide feedback. Growth is easier with support.
Be Patient but Persistent
Reputation changes slowly. The impact of these moves will accumulate over time. You might not see results immediately, but over months and years, the compound effect is significant.
20 Powerful Quotes About Confidence and Career Success
1. “Whether you think you can or think you can’t, you’re right.” — Henry Ford
2. “Confidence is not ‘they will like me.’ Confidence is ‘I’ll be fine if they don’t.'” — Christina Grimmie
3. “The way to develop self-confidence is to do the thing you fear and get a record of successful experiences behind you.” — William Jennings Bryan
4. “Inaction breeds doubt and fear. Action breeds confidence and courage.” — Dale Carnegie
5. “Don’t wait until you’re confident to do the thing. Do the thing and confidence will follow.” — Unknown
6. “No one can make you feel inferior without your consent.” — Eleanor Roosevelt
7. “You gain strength, courage, and confidence by every experience in which you really stop to look fear in the face.” — Eleanor Roosevelt
8. “Success is most often achieved by those who don’t know that failure is inevitable.” — Coco Chanel
9. “Believe you can and you’re halfway there.” — Theodore Roosevelt
10. “Confidence comes not from always being right but from not fearing to be wrong.” — Peter T. McIntyre
11. “The most common way people give up their power is by thinking they don’t have any.” — Alice Walker
12. “You wouldn’t worry so much about what others think of you if you realized how seldom they do.” — Eleanor Roosevelt
13. “To be yourself in a world that is constantly trying to make you something else is the greatest accomplishment.” — Ralph Waldo Emerson
14. “Life is not easy for any of us. But what of that? We must have perseverance and above all confidence in ourselves.” — Marie Curie
15. “Act as if what you do makes a difference. It does.” — William James
16. “With confidence, you have won before you have started.” — Marcus Garvey
17. “Trust yourself. You know more than you think you do.” — Benjamin Spock
18. “Because one believes in oneself, one doesn’t try to convince others. Because one is content with oneself, one doesn’t need others’ approval.” — Lao Tzu
19. “What lies behind us and what lies before us are tiny matters compared to what lies within us.” — Ralph Waldo Emerson
20. “The moment you doubt whether you can fly, you cease forever to be able to do it.” — J.M. Barrie
Picture This
Close your eyes and imagine yourself at work one year from now.
You walk into a meeting with senior leadership. You are not anxious; you belong here. You have built relationships with these people through intentional outreach. They know your name and your work because you have made sure of it.
The meeting begins, and within the first few minutes, you contribute a thoughtful observation. It is natural now—you do this in every meeting. Your voice has become a familiar and valued part of these conversations.
Someone mentions a high-profile project. You speak up: “I’d like to be considered for that.” The words flow easily because you have said them before, asked for stretch assignments before, grown accustomed to putting yourself forward.
Later, you receive a call about a promotion. The salary they offer is good—but you know your worth. You negotiate calmly, with data to support your ask. They counter. You counter. You reach an agreement that reflects your value.
At the end of the day, you review your calendar for tomorrow. There are meetings and there is blocked focus time. You protect that time because your priorities matter. When requests come in that do not align with your goals, you decline gracefully. No one thinks less of you; they think more.
You think back to a year ago—to the version of yourself who stayed silent, accepted offers without negotiating, made yourself small to avoid discomfort. That person was talented but invisible. That person worked hard but did not advocate. That person hoped to be noticed.
You are different now. Not because you changed who you are, but because you started acting on what you already knew: you are capable, you are valuable, and you deserve to advance.
The confidence was always there. You just needed to show it.
This future is not fantasy. It is the natural result of the nine moves in this article, practiced consistently over time. It starts with one move. One uncomfortable conversation. One hand raised. One ask made.
It starts now.
What will your first move be?
Share This Article
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Share with a colleague who has potential but stays invisible. They might need permission to be bolder. This article could provide it.
Share with early-career professionals. Learning these moves early accelerates trajectories dramatically.
Share with anyone who feels stuck. Sometimes what looks like a ceiling is really a confidence gap—and confidence can be built.
Your share might be the moment someone decides to stop waiting and start acting.
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Disclaimer
This article is provided for informational, educational, and motivational purposes only. It is not intended as professional career, legal, or financial advice.
Workplace dynamics vary significantly across organizations, industries, and cultures. Strategies that work in one context may not work in another. Use your judgment about what is appropriate in your specific situation.
Confidence-building is a complement to competence, not a substitute. These strategies are most effective when combined with genuine skill development and strong work performance.
The author and publisher make no representations or warranties regarding the accuracy, completeness, or applicability of the information contained herein. By reading this article, you agree that the author and publisher shall not be held liable for any damages, claims, or losses arising from your use of or reliance on this content.
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