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OPTIMISM
ITS RELEVANCY FOR TODAY and
HOW LEADERS DEVELOP THIS EMOTIONAL INTELLIGENCE COMPETENCY
By Henry J. Evans, Managing Partner
Einstein stated that “Imagination is more important than knowledge.” Optimism can be defined as a positive use of imagination.
Watching our clients figure out how to thrive in this volatile period, we wondered what causes some of them to thrive while others are fighting just to keep their heads above water.
One answer kept surfacing - those thriving shared a profound belief that problems are solvable and that they would emerge on the other side with success. They were optimistic.
Of the fifteen Emotional Intelligence competencies that lead to leadership success, optimism is an attribute that can turn challenging times into opportunity.
We define optimism as: The ability to look at the brighter side of life and maintain a positive attitude even in the face of adversity. Optimism brings hope to one’s approach to life and is a positive attitude to daily living.
Optimism is one of the five competencies that the US Air Force relies on most in selecting their recruiters.
We will examine:
- Examples of how optimism leads people through crucial situations
- How one develops optimism
- What optimism sounds like
For his book Good To Great Jim Collins interviewed Jim Stockdale. Admiral Stockdale was the highest ranking United States military officer in the “Hanoi Hilton” prisoner-of-war camp during Vietnam. He was brutally tortured during his eight year incarceration and was struck by the way that some officers were able to tolerate those merciless conditions much better than others. In tracing the roots of this ability he formulated these principles:
“Retain faith that you will prevail in the end, regardless of the difficulties.
And at the same time . . .
Confront the most brutal facts of your current reality, whatever they may be.”
We took Stockdale’s instructions and applied them to two of today’s difficult scenarios.
“Yes, we are in an extremely difficult environment and we may have to lay off people. (Brutal fact) But we all understand that each decision will be in the interests of both long-term growth and creating adding value for the time we emerge from these conditions.” (Optimism)
“Our current profitability is at risk and we will have to implement some very uncomfortable changes. (Brutal fact). These necessary adjustments, no matter how difficult, will create sustainable success. (Optimism)
But how does a leader generate optimism when it may not be heartfelt? Sometimes negative conditions can cause us to lose faith and when that happens it is highly transparent to anyone caring to look. We may like to think we are fooling others by a show of bravado, but in all likelihood we are just fooling ourselves.
So how can we inspire ourselves to do better?
Here are techniques clinicians have formulated to develop and self-generate optimism:
“You have to see it to be it!” Before participating in an event, athletes like Serena Williams, Tiger Woods, Lance Armstrong and many others hire sports psychologists like John Ellsworth of ProtexSports to help them visualize success. In following this thought, you, before taking on a difficult assignment, can gift yourself with a few quiet minutes to visualize the outcome you want and the steps you can take to arrive there. Think through the scenario until you arrive at a positive result and, once you see the vision, share it with your people.
“Here we go again.” You’ve been through adversity before and here it is again. To find your optimistic footing, contemplate a time that you faced adversity and prevailed. Let this remembrance put your current situation in perspective. Today’s challenges, just like the others before it, will pass.
Using optimism in the face of overwhelming adversity: During the early days of World War II, Britain’s Prime Minister Winston Churchill thoroughly understood the brutal facts of his country’s situation: They had a defeated and depleted military; an economy in shambles; an enemy growing in strength; allies unable to help; London in flames; and some of the nation’s best-educated and richest had fled overseas to safety. Despite all this Churchill believed that Britain would not only survive, but eventually prevail as a great nation. Here’s how he addressed his people:
“We are resolved to destroy Hitler and every vestige of the Nazi regime. From this, nothing will turn us. Nothing! We will never parley. We will never negotiate with Hitler or any of his gang. We shall fight him by land. We shall fight him by sea. We shall fight him in the air. Until with God’s help, we have rid the earth of his shadow.”
Circumstances forced him to repeat this many times, and this unflagging optimism inspired people around the globe and contributed greatly to the eventual Allied victory.
From another angle:
To avoid dwelling on the negative aspects of a situation we share our “State It Once!” rule excerpted from our recent book, “Winning with Accountability, the Secret Language of High Performing Organizations.”
Repeating problems in
your head or aloud |
Stating problems once |
| Brings you down emotionally and saps your energy |
Acknowledges the “brutal facts” and sets context for creating solutions |
| Leverages your resources toward redundant dialogue |
Manages collective energy towards a solution and adds operational efficiency |
Example:
Nico says:
“I’ve noticed Jeff isn’t coming through with his assignments on time. It’s becoming a real problem for me”
Lena responds:
“Yes, I’ve noticed that too. Where have we failed to set specific timelines and expectations for Jeff?”
By stating a problem once and immediately moving towards a solution Lena has instilled new energy in herself and her team.
Closing thoughts:
Stacy Colino wrote: “Emotions, like germs, are easily transmissible. The trick is passing and receiving the right ones."
We are all caught in the midst of a painful reorganization of the world’s financial structure and priorities. (Brutal fact)
Before you go lead your next meeting, remember to read this:
I will remember the importance of the role my attitude can play in leading the recovery. No matter where I stand in the organizational chart, and no matter what actions circumstances may force me to take, I will raise my co-workers' spirits by believing that success is not only possible but inevitable, and by emanating the confidence that we will, indeed, solve the problems, survive, and prosper! (Optimism)
As always, we welcome your questions and comments.
Henry J. Evans
Managing Partner
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