Positive emotions augment the success of individuals, leaders and companies. This piece overviews the reasons why positivity delivers, and the scale of improvement that’s available.
I came up with the acronym CREAM for the five main improvements positive states deliver:
Creativity & solution finding
Analytical reasoning skills
CREAM can also be used for companies deciding which leadership values they want to adopt:
People generally think that things like positive leadership values were nice things to have, but not essential. This is because negative leadership style comes more easily to many people, and makes it quicker for anyone to get their message across. And it takes no courage.
However, we have to remember what the evidence tells us. Positivity is no longer a nice to have, it’s a must have if you want to compete as an organisation and fulfil your potential as a leader.
The important thing to remember is that we are not helpless about how much positive emotion we experience, there’s a lot we can do. Increased optimism and hope is the key, optimists experience more positive emotion, and these are not traits we inherit, they are behaviours we learn.
Inspirational business psychologist Graham Keen is CEO of New Impetus International Ltd, an independent company with bases in Cheshire, Yorkshire, Lancashire and Copenhagen. He founded the company in 2000 to create and deliver services solidly based on hard evidence. The firm now works with 140 clients worldwide, including many household names, mostly in the UK, Continental Europe, and a bit in the USA and Middle East.
An Oxford University Engineering Science graduate, Graham trained in positive psychology with Prof Martin Seligman in 2003, which taken together with his earlier experience as plc CFO and corporate finance practitioner, brings a unique view of business.
Graham is an energising tutor and speaker. He is warm but direct, passionate, and occasionally hilarious. He has the knack of telling surprising and uncomfortable truths in a way that inspires acceptance and ignites action.
He has a 20 year track record of winning even reluctant people’s buy-in to change, and consistently improving patterns of organisational behaviour.
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