In my work coaching executives, it’s natural to talk about what’s wrong, and what’s not working. Two key factors explain this tendency to resist using positivity and appreciation:
- Physiologically speaking, our brains have a built-in negativity bias. We’re hardwired to pay more attention to issues that threaten our survival (negative trumps positive). Crises and problems dominate work agendas. Managers’ daily tasks necessitate solving problems.
- Leadership pressures steal attention from positive practices, in spite of our best intentions. As a manager, you have to fix things. Effective leaders must override the tendency to only focus on problems. When they do, they experience the high performance that positivity can unleash.
Positive, high performance results require a positive approach. For some, it may mean stepping out of your comfort zone. I have found that those historically influenced by negative environments and people may find themselves overtaken by pessimism and a critical nature. Their challenge: to reject this pervasive mindset and set a new course—one that may feel foreign at first—and seize opportunities to influence outcomes by emphasizing positivity and gratitude rather than negative possibilities.
In The Power of Positive Leadership: How and Why Positive Leaders Transform Teams and Organizations and Change the World (Wiley, 2017), Jon Gordon suggests developing a passion to be the best at what you do and be a winner. Motivating your organization with that philosophy will foster positivity.
Your winning attitude requires personal investment, for you and your team. With your determination and optimism, the environment will transform. Making these important decisions sets you in motion to influence the mindsets around you, to lead the way, and pursue a positive path forward.
What do you think? Do you foster positivity? I’d love to hear from you. You can call me at 561-582-6060, or, I can be reached here or on LinkedIn.
