Cultivating a Culture of Optimism. When we talk about optimism, it is tempting to summarise it as being relentlessly positive, seeing the good and the possible in everything. The glass isn’t simply half-full, it’s actually refillable. There’s always an opportunity to see – and look for – the brighter side of life.Â
There is a wealth of science that explores this phenomenon – Positive Psychology. It is not the purpose of this article to explain Professor Seligmann’s life’s work (but it is SO worth discovering). Nevertheless, it is important that we challenge the glib assumptions that had Dr Pangloss crossing his fingers and trusting blithely that everything would be fine.
The science, crudely summarised, explains that optimism is about our beliefs and narrative – “the stories we tell ourselves”. As a matter of fact, the same goes for pessimism. It turns out that our patterns of thought and associated behaviour can shape our attitudes. And therefore, if our thoughts and beliefs can be brought up from our subconscious to our conscious minds, our behaviour can be changed.
Corporate optimism – is this a Maverick Thing?
Finding that behaviour and attitudes can be changed is really good news for organisations and especially their leaders. Why? Because it means that a workforce can be helped to maintain positive attitudes through the choices people make throughout the organisation. Not only this, but the decisions being made throughout that organisation reflect the influence that people at all levels can have on the organisational culture. An upbeat culture can be set by the C-Suite, but unless it is adopted and embedded it won’t stay positive and constructive for long. And for that to happen, it has to be in people’s interest.
Thus far, I am hardly exploring virgin intellectual territory here. This is all well-known – a well-trodden set of randomly-assembled theoretical paths. Again, that’s not the purpose of this article either.
So what actually is my point? The point I wish to make in this article is that Maverick Leaders are ideally placed to inject optimism and innovation into your corporate culture. Here’s how.
Maverick Leaders and independent thinking
Maverick leaders dare to be different. This makes them stand out. Maverick leaders, characterised by their wilful independence [1] of thought and action, have a knack for spotting opportunities and innovative solutions. This talent, in turn, brings a unique perspective to organisational dynamics and the embedding of culture norms. Mavericks can play a pivotal role in shaping a culture of optimism within their organisations. They do this by challenging the status quo, questioning traditional norms and charting a course that is purposefully different.Â
When your leader acts independently, working for the collective good and bringing about change that benefits everyone in the organisation, that is inspirational. When leaders work together to pool their Maverick abilities, this can forge a culture which is hard to beat.
That is because the independence instills a sense of autonomy and empowerment within their teams, encouraging employees to think creatively, embrace unconventional ideas and even fail fast. This spirit of agile independence lays the foundation for an optimistic culture that values creativity and individuality.
Opportunity and Innovation
One of the key strengths of Maverick leaders is their ability to spot opportunities where others might see challenges. That’s often characterised as a “glass half-full” attitude. To put it another way, their keen insight allows them to identify potential areas for improvement, even in the face of adversity. This knack for recognising opportunities becomes contagious within the organization, inspiring a sense of hope, empowerment and optimism among employees. In a culture led by Mavericks, challenges are viewed as stepping stones to success, fostering resilience and a positive mindset.
Another way Maverick leaders contribute optimism to corporate culture in by fostering innovation. They do this by specifically exploring unconventional and innovative solutions to problems. By encouraging a culture that values creativity and daring thinking, these leaders inspire a forward-looking, can-do mindset in their teams. Employees feel empowered to experiment, taking calculated risks. Teams feel safe to propose inventive solutions to organisational challenges. This focus on innovation contributes to a sense of optimism, as the organisation’s self-identity aligns with progress and adaptability.
Optimism is good for an organisation
We have already explored the relationship between optimism, innovation and creative problem-solving. In turn, this gives organisations all the tools to have a positive, enabling culture. That creates a great place to work. There is, however, much more to it than that. And Maverick leaders have a role a play here too. This is because part of a Maverick leader’s toolkit is an innate understanding of the importance of resilience. Optimism is closely tied to resilience, giving a team the ability to weather storms and bounce back from setbacks. Specifically, a clue is a team where employees are not afraid to fail. Instead, they fail fast, seizing challenges as opportunities to learn and grow. This resilience becomes a driving force behind the organisation’s optimistic outlook, as setbacks are viewed as temporary roadblocks on the path to success. Failures are simply learning opportunities, as Mandela noted.
Maverick leaders bring so many things to an organisation, as you can read in the articles throughout this magazine. And as you will see, there is science AND experiential proof in this magazine that Maverick leaders’ skillset is good for an organisation too. What you have to do, is free your Mavericks up to do what they do best. Then support them to achieve the success you want of them. And then, watch your culture fly.
Source idea: https://www.nytimes.com/2023/02/03/well/mind/optimism-questions.html
Editor’s Footnote
Astrid is one of a select few, who have been chosen to become a Featured Columnist for The Maverick Paradox Magazine. You can read all her articles by clicking below.