This chapter was originally published as Chapter 3 of ‘Better Under Pressure: How Great Leaders Bring Out the Best in Themselves and Others.’ This chapter is excerpted from ‘Better Under Pressure: How Great Leaders Bring Out the Best in Themselves and Others'. The chapter concludes with suggestions about how you can use metrics and feedback to help your people accept greater accountability, overcome seemingly intractable problems, and achieve at their highest levels.
Each of the relentless leaders quoted in this chapter recognizes that success is dependent on our own actions, and regardless of outside events beyond our control, it is how we react to the realities in front of us that determines whether we succeed or fail. I’m not going to try to cover over 5 months worth of territory in a single post, but I will bring you the highlights. It enables transparent communication between business owners, managers, and teams, inspires informed and effective decision making, improves. The last time I wrote was right before my surgery, which was at the end of March.
Realistic optimism is the solution to toxic positivity at work. Using powerful testimonials from master CEOs - Chevron's Dave O'Reilly, Continental Airlines' Gordon Bethune, Kraft Food's Irene Rosenfeld, and Scripps Health Systems' Chris Van Gorder - Menkes shows how you can energize an entire workforce by intensifying its sense of agency. The realistic optimism definition is believing in your own ability to succeed while accepting that the road to success will be challenging. In this chapter, psychologist and executive assessment expert Justin Menkes explores this sense of agency and why it can be such a game changer for aspiring leaders.
With realistic optimism, you dont just expect the best and hope that things will go. One of the qualities that sets great leaders apart is their belief that their own actions make a difference - that they can influence outcomes. Optimism is a hopeful, positive outlook on the future, yourself.
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