Positivity for productivity

The smartest CEOs continuously learn, study and observe.  They don’t just learn facts, they learn about others, and they develop a keen sense of people. They also learn about themselves. These leaders practice self-awareness, actively seek knowledge of their blind spots, and work to improve on them. Self-knowledge is particularly important for the CEO.  This leader is ultimately responsible for the organizational culture, and the CEO’s attitudes, choices and practices reflect throughout the organization.  One client describes how he works to build a culture that reflects his strengths and not his weaknesses, and a prime strength is choosing happiness every day. He is always seeking ways to bring positivity to the life of the organization. Of course, everybody wants to be happy, but when leaders choose happiness and positivity every day, it actually leads to business results.

A University of Michigan business research study by Dr. Kim Cameron and his colleagues found: “When organizations institute positive, virtuous practices, they achieve significantly higher levels of effectiveness.” Positive practices include: being interested in, caring about and maintaining responsibility for colleagues; supporting one another, especially showing empathy when someone is struggling; avoiding blaming others; forgiving mistakes; inspiring colleagues; treating others with respect, gratitude, trust and integrity; and emphasizing the meaningfulness of the work. The Michigan study correlated these virtuous behaviors to higher profitability and financial performance, productivity, customer satisfaction, and employee engagement.

Infusing the culture with this “happiness quotient” strengthens employee loyalty, improves retention, attracts talent and brings out the best in people. An organization where the leaders choose happiness provides a buffer against the negative stresses that are a constant factor of everyday modern work life, and improves employee resiliency in the face of difficulties. When a choice for positivity comes from the top, and is a criterion for recruitment and promotion, the organization fills with people who choose productivity and engagement over negatively and passivity.

Choosing happiness is not just a function of personality.  A mindset of conscious positive choice is powerful in building a healthy culture, and is under the control of an emotionally intelligent leader. Even when a leader’s personality may tend away from the “happiness quotient”, they make sure that the culture does not reflect their weaknesses. All too often in the past, strategic genius was associated with a culture that was overtly critical and tore employees down. When a leader is self-aware and attentive to the culture, decisiveness, passion, and clear vision inspires those in the organization. With a positive culture, this drive to excellence is never interpreted as aggression, and it is never hurtful to others.

In this healthy positive culture, leaders make sure people have true understanding about the meaningfulness of their work. The general philosophy of the culture is deep curiosity and inquiry. Probing conversations with varying viewpoints are explored in an environment of safety and trust. One client uses in depth probing and questioning to ensure that the employees know, not just the “how” of their work, but the “why”. This leader asks “why” until the employees arrive at a comprehensive answer. Only after the team is on the same page as to why, will they then focus on the how.  The organizational focus on positivity and meaning engages employees in their quest for innovation and continuous improvement.

Stuart R. Levine

Stuart R. Levine

Founded in 1996, Stuart Levine & Associates LLC is an international strategic planning and leadership development company with focus on adding member value by strengthening corporate culture. SL&A ... Web: www.Stuartlevine.com Details