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The Power of Optimism
By Ray Smilor, Beyster Institute Executive Director
No one follows a pessimist - at least not for long. There is a role for pessimism in critiquing strategy, evaluating policies and determining tactics. But the nay sayers and the forecasters of doom rarely have a lasting followership.
Every successful endeavor needs a leader who believes in the possible.
In reading hundreds of business plans, in my consulting on entrepreneurial ventures, and in my teaching of entrepreneurship, I have observed something remarkable and universal about the entrepreneurial process. In fact, it is the only characteristic that is common to every plan, the only element that applies to all entrepreneurs, no matter their age, gender, background or experience. Every entrepreneur believes that his or her company will succeed. Think about that. No business plan ever predicts failure. No entrepreneur ever tells a potential investor, "You're sure to lose your shirt on this one!" No projection of revenues ever presents an upside-down hockey stick.
This belief in the future, this sense of the possibilities of things, is what inspires others to follow.
Psychologist Martin Seligman in his classic book, Learned Optimism, conducted groundbreaking work on optimism and success. He found that optimists, even when their good cheer is unwarranted, accomplished more than realists. The more difficult the task and the greater the pressure, the more important optimism became to the success of any undertaking.
Secretary of State Colin Powell put it this way: "Spare me the grim litany of the 'realist,' give me the unrealistic aspirations of the optimist any day."
But what accounts for someone being able to see the glass half full, even when it's pretty much empty?
No doubt, some have a basically positive attitude, the result of some combination of nature and nurture that permits them to see the proverbial bright side of things.
But I think there are also actions one can take to increase one's sense of optimism, and even to make that optimism contagious for others.
First, see for yourself. Rather than hear about problems from others, go and investigate with your own eyes and ears. Do site visits, listen and talk to those directly affected, gather personal knowledge about an event or issue. In my experience, experiencing something first hand can provide not only a sense of understanding, but also a better feeling of control and a clearer direction for action, all of which can lead to more effective solutions to problems.
Second, focus on talents, not weaknesses of others. A talent is a recurring thought, feeling or action. So attention to detail, empathy for others, and completing tasks on time are examples of talents that can contribute to organizational success. Too often, we hone in on what others do not do well, rather than on the real talents they possess and enjoy exhibiting.
Third, label differently. I rarely hear entrepreneurs who lead companies say that they failed. Rather then say that they "miscalculated" or " had a setback" or "got off track' or "the market wasn't ready" or "things didn't quite work out." In other words, they see failures as learning experiences rather than personal faults. How we think of something usually affects how we feel about ourselves.
Is all this talk about optimism a Pollyanna approach to enterprise? Not at all.
Medal of Freedom winner John Gardner in his excellent book Self-Renewal stressed the role of "tough-minded optimism" in people who create lives full of meaning, purpose and achievement. "Both the tough-mindedness and the optimism are immensely important. High hopes that are dashed by the first failure are precisely what we don't need. We need to believe in ourselves but not to believe that life is easy. Nothing in the historical record tells us that triumph is assured."
As optimists, entrepreneurs are leaders who don't know what they can't do. Their optimism is not only a remarkably potent resource for overcoming obstacles but also a magnet for encouraging others to follow them.
©2007 The Beyster Institute and its authors and their entities. All rights reserved.
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