One might be for their boss to say “this person can’t handle assignments like that”, you might even say this to yourself “I guess I’m not cut out for this”, but these are permanent assessments that are only based on one or two experiences (data points). If an employee is pitching for a big client, and it doesn’t go well, there are two ways to handle the situation. In a team environment it’s essential to build in a structure that removes permanence.
Leaders and teams who practice Relentless Optimism might ask themselves during a crisis: what opportunities are we being given to learn right now that we otherwise wouldn’t have got to learn? And how can we use these learnings to progress and move toward a better future?
This includes focusing on future-oriented work for not only your employees but for you and the company. Instead of dwelling on the negative outcomes, a person begins to change their perspective on an issue. It focuses on progress while facing adversity, failure, or stress. It is the ongoing practice of learning to frame your point of view to adapt to adversity and build resilience. Relentless Optimism however, reframes these challenges into actions you can thrive off of. Whether it’s lost clients, new working relationships, difficult team members, lay-offs, or the most recent challenge, a pandemic, businesses are constantly facing new and difficult challenges. Leaders and teams who build Relentless Optimism view setbacks, adversity, and failures as opportunities to learn, and are open and honest about mistakes.Īs adversity is an unavoidable part of business (and life), uncertainty, stress, and hardship can strike at any time. It allows teams to stay optimistic about what the future can be and what they can build in it. Build Relentless Optimism is the ability to turn any event or experience into an opportunity to learn and get better.
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