Creating Toxic Positivity at Work? Here’s How to Nurture Optimism Instead.

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“You just have to think positively.”

“Come on. Look on the bright side.”

“Failure is not an option.”

You’ve probably heard something like this before. Heck, you’ve probably even said some of these things!

But have you ever stopped to think about what you’re saying? And the effect it’s having?

On Tuesday’s livestream , I talked about why toxic positivity is so damaging, how disruptive leaders can nurture optimism instead, and why it’s so beneficial.?

But first, let’s take a look at the latest research.

Optimism is the new way to lead

My firm, PA Consulting, just released some fascinating new research on a new way to lead .? And one of the most interesting insights was that leaders rank nurturing human optimism as the most important leadership behavior.

(The research identified four leadership behaviors: nurturing human optimism, empowering teams to innovate, building evolving organizations, and seeking inspiration in surprising places.)

Of the more than 300 leaders we interviewed across the U.S. and Europe:

• 77% said they model the optimism they expect to see.
• 71% said their purpose creates a unifying sense of optimism and creativity.
• 70% said they encourage people to find solutions to problems.
• 60% said their way of working encourages self-belief and personal expression.

What’s striking is that only 60% of leaders think the way they operate helps people develop a positive mindset and tap into their innate capacity to be creative and find solutions to complex problems.

But why does optimism matter?

Well, positive, happy workforces are more productive. Research shows that optimistic companies are 12% more productive. That alone makes optimism a necessity!

From a physical and physiological perspective, optimism creates serotonin, which puts you in a happy space where you’re removed from fear and judgment. Serotonin clears your neural pathways so you’re free to engage in more creative thinking. And organizations that successfully create that type of environment experience greater innovation, ingenuity, and creativity—and can more easily iterate disruptive solutions.?

But you have to cultivate the right type of optimism. You need healthy optimism, not toxic positivity and unrealistic expectations.?

What does that look like? It’s recognizing that the path forward is going to be hard and there will be challenges, but you’re going to do it anyway because you believe so strongly in the purpose. It’s knowing that you have the right team, the right skills, the right capabilities—and now is the right time to go for it.

It’s creating hope. Not hype.??

Is it really so bad to be positive all the time?

Yes! Think about it. How do you feel when someone tells you to “just smile” or “cheer up already?”

Probably dismissed, right?

Toxic possibility ignores negative emotions or problems and invalidates someone’s experience. It says, “Your reality doesn’t matter.”

That’s enough of a problem, but when people are exposed to this day in and day out, they no longer feel comfortable pointing out issues and creating solutions. And when your team isn’t comfortable bringing up challenges and problem solving, you’re going to have a heck of a time driving disruption!

So:

How can you nurture human optimism?

As a leader, you have to create space for emotions—good and bad. But how do you foster the kind of healthy optimism that helps your team overcome obstacles?

You can start by:

• Creating a culture of gratitude. When you practice gratitude , you’re naturally cultivating optimism. If people constantly express gratitude and appreciation for one another, that feeling builds. Suddenly, the energy becomes, “Hey, we believe in this team and we believe we can overcome any obstacle standing in our way.”?
• Giving feedback. When you see signs of toxic positivity, speak up! Yes, even if you need to tell the leader above you their approach isn’t working. This can be tough because getting (and giving!) feedback isn’t always comfortable. Try saying something like: “I really appreciate the support you’re giving me. Can I tell you something I’ve noticed about the dynamic we have?” If they give consent to hear the feedback, share a specific example of the toxic positivity and the impact it had. Clearly state the situation, the behavior you observed, and how it made you feel.
• Assessing your tendencies. Maybe you’re the one leaning into toxic positivity and always have a positive response. If so, check in with yourself. Ask: “Am I comfortable having conversations around negative emotions? Do I encourage people to speak up and openly share their emotions? Or are we so focused on getting things done that we forget we’re all working toward the same goal?” Get honest with yourself and think about how you can create more space for people to express negative emotions or voice concerns.?

As a leader, you have to find a balance between being optimistic and realistic. But it’s doable! As I discussed in my book Disruption Mindset , the most disruptive leaders are a wonderful blend of realist optimists—and the combination of realism, pragmatism, and optimism is incredibly powerful!

Some employees might say leadership is overly optimistic about deadlines. Deadlines can be stressful, right? Maybe not! Next week, I’ll be sharing why impossible deadlines are fantastic and a new way to think about them. I’ll see you on Tuesday, June 14 at 9 am PT / 12 pm ET! ?

Your Turn

We’re all wired differently. Some of us are optimistic, while others see the glass as half empty. But if we want to lead change, not just incremental change but highly audacious, creative, disruptive change, we need to have a vision and a certain degree of optimism that we can get there. So I’m curious: How do you stay optimistic in the face of change? When you’re facing challenges and obstacles?