In his new book The Optimistic Workplace: Creating an Environment that Energizes Everyone, management and leadership consultant Shawn Murphy tackles the challenge of creating just such an optimistic organization and argues that our best work is the product of a positive environment.
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“How it feels to work within an organization is a critical workforce development issue,” says Murphy. “We need more leaders who are willing to choose to set a positive tone for their teams despite what senior management isn’t doing.”
There are a number of common missteps, however; the first one is not believing that optimism in the workplace is even possible. Murphy identifies five common missteps:
- Misstep #1: Believing it’s someone else’s responsibility. Many believe workplace optimism must start at the top. This is a fallacy. It lets us off the hook from doing something about the bad vibe hovering over teams.Correction: For a climate of optimism to be possible, it is best initiated and supported by the middle layer of the organizational hierarchy—assuming there is one—or by those on the team.
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- Misstep #2: Failing to build alliances to support your effort. Without this, your work can become stagnant. There will be times when you run into obstacles and you will doubt yourself. You’ll need support.Correction: Your allies don’t need experience with creating an optimistic workplace. You only need to trust and respect them. Diverse perspectives are invaluable to help bring about change. Your allies’ viewpoints will help you grow, and their input will strengthen your plan for creating workplace optimism.
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- Misstep #3: Assuming you know how your team members feel about the climate. It may be tempting, but don’t do it. You’re likely to be overly critical or downplay reality. Either one will lead you astray.Correction: Choose a few who you anticipate would be supporters of creating workplace optimism. Then, select a few who may be skeptical. Be careful here, however. Too often, leaders will spend more time with those who resist new ideas, believing that if they can convince the nonbelievers, they have a chance. This is another fallacy. Encourage a dialogue. Ask open-ended questions, and stay away from “Why?” questions (e.g., “Why do you feel that way?”). Be sure to sound curious, not accusatory.
The final two of Murphy’s missteps in creating an optimistic workplace will appear in tomorrow’s Advisor.