Do You Know Why You Should Hire Optimists? What the Research Shows

 December 17, 2018

Do You Know Why You Should Hire Optimists? What the Research Shows

me surprising research shows the hiring based on optimism, even when that trait is preferred over more technical skills, results in more success than other standards. Optimists perform better in almost every profession, with the glaring exception of attorneys, who are of course, trained to consider what might go wrong and make sure that they inoculate their clients from disastrous fates.

For example, MetLife hired salespeople based on optimism alone who then outsold their more pessimistic counterparts by 57%:

…testing revealed that the agents with more optimistic styles sold 37 percent more insurance than those with pessimistic ones, and that the most optimistic agents actually sold fully 88 percent more than the most pessimistic ones. Furthermore, agents who were more optimistic were half as likely to quit as were the pessimists.

This was the answer MetLife was looking for. They decided to hire a special force of agents picked solely on the basis of explanatory style. And it paid off. The next year, these agents outsold their more pessimistic counterparts by 21 percent; during the second year, by 57 percent.”

The Happiness Advantage: The Seven Principles of Positive Psychology That Fuel Success and Performance at Work.

Martin E.P. Seligman, Ph.D., author of Learned Optimism: How to Change Your Mind and Your Life, has researched the optimism advantage in various professions and found that optimism does lead to more success, with the exception of attorneys. The pessimistic attorneys, however, while successful, paid a price in their personal lives with higher rates of clinical depression and divorce then other professions.

What Should You Do?

How To Hire Optimists:

  • Consider resilience. Consistently ask applicants to describe failure at previous jobs and how they handled those challenges. Optimists tell themselves that the failure is temporary, not permanent, that they can learn from the challenge and that the failure was not totally their fault.
  • Explore challenge versus opportunity. Describe likely upcoming challenges to the job you are considering. Ask them how they would handle those issues. Look for whether they view their struggles as challenges or problems.
  • Don’t ignore introverts. Be wary, however, of only making decisions based on extroversion. We live in a culture that rewards extroverts yet it is possible to be a introverted optimist. Introverts may simply be more thoughtful or have different ways of processing information.

What Do You Think?

Do you hire for optimism? Call or write us at: 303-216-1020 or Lynne@workplacesthatwork.com

Did You Know

All of our work with managers and leaders focuses on hiring criteria.

Call or write us at: 303-216-1020 or
Learn more about our training offerings and check out our team members at:

Be sure to read Lynne’s book “Stop Pissing Me Off!” and learn what to do when the people you work with drive you crazy. 

 

  
Workplaces That Work | (303) 216-1020 | lynne@workplacesthatwork.com
3985 Wonderland Hill | Suite 106 | Boulder, CO 80304

What’s the Surprising and Most Effective Way to Resolve Conflict at Work?

 December 10, 2018

What’s the Surprising and Most Effective Way to Resolve Conflict at Work?

What’s the best way to resolve conflict at work? You may not like the answer but research has shown that what’s most effective is to: STOP THE BLAME GAME.

The Problem with Blame.  Blame blocks effective conflict resolution and slows down the process of problem solving yet most of us fall into this trap. Have you ever sat in on a brainstorming process that deteriorated into “blamestorming”? If so, you know what I mean.

What Works?  In my work resolving conflicts among executive officers, teams and teaching conflict management skills, I’ve found that solutions emerge more easily if I can convince everyone to take responsibility for creating 50% of the problem. You can then indulge in blaming the other party for 50% but if you assume that you can control at least 50%, you are led to action instead of reaction.

What the Research Shows.  Researchers at Stanford and the University of Michigan, studying the annual reports of various publicly-held companies from 1975 to 1995, found that self-blame came with a bonus: Firms that attributed their problems to their own actions rather than to external factors ultimately performed better

What Should You Do?

  • Abandon the Need to be Right. Stopping blame, of course, requires us to give up our need to be right. That may not be easy at first but with practice, it will become second nature. We have to rise to the level where we admit that no one may be right and that we just need to get on with trying to fix what’s wrong together. Ask yourself: “Would I rather be right or happy?”
  • Be the First To Confess. With any conflict, everyone has a part of the truth and if you are willing to step up first and graciously own your own part, others will be more likely to follow suit.
  • Face the Problem Together. I sometimes require warring parties to sit on the same side of the table instead of facing each other. This allows me to place “the problem” on the opposite side of the table and encourages them to face it together.
  • Stay on Track. It’s easy to get sidetracked during a problem-solving session and revert to investigating who did what to whom. That move is a waste of your time. Help everyone stay focused on the problem and solutions instead of trying to prove that someone else caused the mess.
  • Study Conflict Skills. Conflict management and transformation is something that can be learned, just like learning a new computer program. For more articles on this subject go to

Monday Memo archives.

What Do You Think?

Have you been able to resolve a conflict at work by giving up the need to be right? Call or write us with your experience at: 303-216-1020 or Lynne@workplacesthatwork.com

Did You Know

We teach conflict management as a part of all our management and leadership classes.

Call or write us at: 303-216-1020 or
Learn more about our training offerings and check out our team members at:

Be sure to read Lynne’s book “The Power of a Good Fight” and learn to embrace conflict to drive productivity, creativity and innovation. 

  
Workplaces That Work | (303) 216-1020 | lynne@workplacesthatwork.com
3985 Wonderland Hill | Suite 106 | Boulder, CO 80304

Do You Know When You Should NOT Speak Up? Your Advancement Could Depend Upon It

 December 3, 2018

Do You Know When You Should NOT Speak Up? Your Advancement Could Depend Upon It

We all know someone who blurts out every thought that comes into their head. I know that for me, I have learned from the thinkers among us, that it is important to think before speaking. What a concept! Certainly, some of those people appear to be conflict avoiders, but they may just be thoughtful, introspective, and actually want to mull issues over in their mind before they speak up.

We all could learn from this. Buddhists focus on the concept of right or skillful speech, a practice we all could emulate. A recent, insightful TED Radio Hour, an NPR compilation of various TEDTalks, tackles the issue of speaking up and provides useful guides for how to do so.

What I would like to suggest, however, is that there are times to keep our mouths shut.

What Should You Do?

Here is when NOT to speak up:

  • When your emotions are out of control.  Skillful emotion management is the key to speaking up at the right time and place. If you are too angry, sad or afraid, take the time to calm down first. It’s okay to appropriately express anger, for example, by saying something simple like “I am angry that this project is five days late”. It’s not okay to scream, pound the table, throw things and make demeaning or condescending comments, as I have written before in a recent Monday Memo.
  • In front of other people.  Frequently, it’s not okay to speak up about a dicey issue in front of others, unless you are trying to organize a union or run for President. Give negative feedback to someone in private and ask for change with the person who has the power to actually improve things.
  • When you are just whining.  We all whine occasionally and some people make a habit of negative speech. Many things are beyond our ability to control and of course, we want to complain about the weather, a losing sports team or the like. Yet, if we really want to change something at work, we need to bring forward solutions, not just repeat the problem.

“…if we really want to change something at work, we need to bring forward solutions, not just repeat the problem.”

You Think?

Have you made mistakes concerning speaking up at work? Let us know your experience. 303-216-1020 or Lynne@workplacesthatwork.com

Did You Know

In all of our management and leadership classes, we cover how and when to speak up.

Call or write us at: 303-216-1020 or
Learn more about our training offerings and check out our team members at:
BBe sure to read Lynne’s two books on how to handle tough conversations with your boss and employees. 

  
Workplaces That Work | (303) 216-1020 | lynne@workplacesthatwork.com
3985 Wonderland Hill | Suite 106 | Boulder, CO 80304