Why Optimism?

Is there such a thing as being too optimistic? Is optimism a perspective some people are simply born with? How does a leader’s optimistic or pessimistic outlook affect their team? Do people around the world perceive optimism in the same way? These are some of the questions we consider when assessing this important trait.

There is research exploring how optimism can help—or hinder—leaders at different levels, as well as studies that examine this trait in depth. These findings indicate that optimism, like riding a bicycle, is a skill that can be learned and developed.

What is a positive outlook?

A positive outlook means being able to see opportunities even when situations initially appear to be setbacks. It is the expectation that the future will change for the better.

Research has examined how people explain good or bad events to themselves. Some blame themselves for negative events and assume these difficulties will continue no matter what they do. Others believe such challenges are situational rather than stemming from personal failure, and they trust that things will improve and that they have the ability and strength to make that happen.

Why is a positive outlook important?

A positive outlook generates positive emotions. In business, the importance of this is clear: positive emotions enhance performance, engagement, motivation, and the quality of customer service. Leaders should remember that their emotions can influence the emotions of those around them—for better or worse.

It is possible to believe in a better future. However, while maintaining a positive approach, it’s also important to acknowledge challenges. This is what we call realistic optimism. Blindly believing in a positive future without recognizing possible difficulties—like a Pollyanna—can be counterproductive. Believing in a positive future while also accounting for potential risks is the more balanced approach.

This perspective helps us manage ourselves and others with strategic intuition, which refers to how we approach opportunities and potential risks.

According to Harrison Assessments’ Paradox Theory, there are 12 paradoxes that are measured and evaluated. One of them is Strategic Intuition. Here’s an example:

• If we overemphasize the potential difficulties of a plan or strategy without considering its possible benefits, we may become skeptical.

• If we fail to recognize enough of the potential difficulties, we may become blindly optimistic.

• On the other hand, if we believe the future is hopeless but still take risks, we may be acting as careless pessimists.

The way to avoid these extremes is through realistic optimism—where both optimism and risk analysis are strong.

Harrison Assessments provides leaders with highly reliable and accurate talent measurement and evaluation systems to support HR processes and help organizations work more productively and efficiently.

Through its assessment activities, E&E Group offers objective insights for selecting, guiding, and developing the right talent. Since 2014, E&E Group has been the sole authorized representative of Harrison Assessments International in Turkey. You can visit our website for sample Harrison Assessments reports.