![]() The best way to counteract this is to communicate more fully. ![]() ![]() You may expect your team to know what you're thinking and to share your perspective. Once you're tuned into the fact that you may be thinking, feeling and acting differently from your team, you can begin to communicate in a way that your staff can better hear and identify with. Getting off auto-pilot is the first step. Here are a few tips from our program - "Communicating Across The Resilience & Optimism Gap" - to help you get your team moving in the right direction: So I'll just sit back and see if it fizzles out before I waste any time getting on board." We hear statements like, "This sounds like another 'initiative-du-jour' from on high - unrealistic as usual and impossible to achieve. They dismiss their boss's directives, goals, and missions as unattainable and so do not work as hard as they might towards achieving them. This is especially true in times of large scale change and uncertainty - which in most companies today is most of the time!įrom their vantage point, many lower-level employees think their managers are overly optimistic and unrealistic. And they get frustrated because they don't get the results they expected from their teams. Managers and leaders wind up trying to lead their relatively less resilient and more pessimistic staffs. But these strengths can be a double-edged sword. This is because resilience and optimism are precisely the qualities that advance careers and get you promoted. There is a consistent, step-wise increase in resilience, from front line employees, up through all levels of management and leadership. This chart comes from our study of 375 managers and leaders at an operating unit of a Fortune 25 company, and these results are consistent with other groups we've studied. A decade of research at Adaptiv Learning Systems bears this out. The higher you go in an organization, the more resilient and optimistic people tend to be. We've been getting more and more requests from client companies for our half day course that addresses this issue, so I thought a quick review of the problem, along with some tips for overcoming it, might be useful to our readers. ![]() Do you ever wonder why your team doesn't seem to be able to handle problems that you find easy to solve? When your people are giving excuses for why they can't meet their objectives, do you ask yourself why they can't just get it done? If so, you may be hitting up against the ‘Resilience & Optimism Gap'. ![]()
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