The Power of Optimism in Organizational Storytelling
Issue 174, August 22, 2024
We become the stories we tell as do organizations (companies, governments, non-profits and the like). The more we tell them and elaborate on the narrative, the more we believe them to be true and represent who we are in our purpose, relationships and how we use our energy mentally and physically.
These stories can become family legends, cultural origin stories, national histories, and an epic organizational tool. Psychologist Jonathan Adler says that stories tend to become our identities, and we see ourselves as central actors in our own stories. “You tell the story first, and then you live your way into it,” he says. This behavior may explain the unbridled optimism of startups and entrepreneurs and the near-viral nature of some movements.
A Shift in Stories
But what causes the shifts that seem to permeate organizations as they age or adapt? What causes them to change from a positive shared purpose, aligned market orientation and a journey that embraces optimism and possibility to a more downtrodden outlook? What makes it so challenging at times to rally around the positive instead of focusing on negative, polarizing perspectives?
Whether it be a one-on-one conversation, filling airtime on a news program, posting on a social channel or speaking in an organization’s leadership or work team meeting, the negative seems at times easier, more free-flowing and descriptive of what’s wrong instead of what’s right and productive. The more we focus on what’s wrong the more that attitude infuses the story and begins to permeate an organization’s values, beliefs and operations.
At 2040 we are by no means Pollyanna’s wearing happiness blinders, nor do we see life and work as all butterflies and hearts. But we are going to make the case for transcending the current societal dialogue of mutual criticism and blame, which often filters down into our organizational cultures and permeates individual and group thinking across society.
We advocate for staying in the positive lane practicing honest optimism in the face of conflict. After all, optimism radiates, and that level of resilience is what we need for transformational change.
Storytelling
So, back to storytelling. Tales can also be negative. If we don’t remember the positive traits and what made us optimistic in the first place, an organizational culture can become dysfunctional. Think about shared purpose for a moment. Do you feel your organization is operating under that principle? Is your organization aligned on market orientation prioritizing the needs and desires of your consumers and creating products and services that satisfy them? Or, conversely, are your teams at odds with strategy and the tactics to achieve your goals, more concerned about personal gain? We assert that this misalignment can result in veering away from the optimistic origin and operating story that inspired you to be great or what kept your organization on the path of seeking greatness.
Here’s a real-life example. A media brand built its distinction on being a provocative, unbiased voice on the business strategy and operations in the automotive industry for senior executives. The brand was recently acquired by a company looking to showcase its after-market solutions and products with the halo effect of the adjacency of respected journalism. The parent company was fixated on attracting a younger audience and pushed for aggressive campaigns on X, TikTok and Instagram. Shortform videos of the reporters commenting on auto shows and test drives became more of a priority than the investigative reports on the automobile industry.
The managing editor was opposed to this new direction believing it to be at odds with the brand’s true story. The emphasis on social media diluted the level of journalism and sent a confusing brand message that was more related to Direct-to-Consumer (D2C), not B2B. The media management team and reporters became resentful of the new owners and lost respect for them based on their imposition of a direction at odds with the brand and out of touch with journalism.
You could argue that stories change. They evolve and rewrite themselves over time. But in this case, there is a real risk of losing the core spirit that built the brand. The misaligned positions resulted in animosity, resistance, and hostility. What can happen is that almost 99% of the time those negative conditions infuse the organization, its culture and how it sees itself. The optimistic origin story in this instance is becoming a horror story with no clear ending.
Positivity
We believe it’s a good time to take a pause and reevaluate how the positive is the glue that keeps an organization, its workforce and service to its customers together in shared purpose. The late philosopher Daniel Dennett said the secret of happiness is to find something more important than you are and dedicate your life to it. That is useful advice for any organization headed down the road to lack of employee loyalty and retention. The power of positive thinking is an age-old strategy for happiness, fulfillment and positive outcomes. It is a tactic to manage stress and face challenges. It sounds simplistic but is actually a difficult skill to master and practice.
Consider an effective workforce that is allied in a shared purpose that accommodates different perspectives without punishing alternative ideas. Being positive isn’t a filter of idealistic rose-colored glasses; more importantly, it is an attitude that embraces resilience and making the most of difficult situations. LinkedIn reports “Resilience, in the context of business, is the intrinsic ability to bounce back from setbacks, adapt to change, and keep going in the face of adversity. It is essential for both individuals and businesses to possess this quality to thrive and grow.” Resilience is the foundational skill of positive thinking that looks at things from a positive point of view and focuses on maintaining a positive, optimistic attitude. (Verywell)
Positive Leadership
Micheal Ede writes in Forbes that positive thinking can transform an organization. He cites Indra Nooyi, the former CEO of PepsiCo and a frequent focus of business articles. “She embraced a growth-oriented mindset and encouraged her team to do the same. By focusing on solutions rather than dwelling on problems, she transformed PepsiCo’s approach to innovation. Under her leadership, the company shifted toward healthier products, recognizing the changing consumer preferences. Nooyi’s positive mindset enabled her to view challenges as opportunities, resulting in PepsiCo’s success in adapting to evolving market demands.”
It’s irrefutable that leaders who focus on being solution-based encouraging innovation and collaboration are better equipped to lead their organizations through transformational change. Positive thinking reduces stress and anxiety, which can allow you to focus on the bigger picture and make informed choices based on long-term goals rather than short-term pressures, says Ede. Motivation is often illusory, limited by the individual’s desire to be motivated. Ede adds, “Positive leaders can foster higher levels of productivity, creativity and collaboration by cultivating a supportive and inclusive work environment, encouraging open communication and idea-sharing, providing autonomy and meaningful challenges and recognizing and celebrating the achievements and contributions of team members. When employees observe their leaders embracing challenges with a positive attitude, they are more likely to follow suit, leading to a culture of optimism and enthusiasm.”
Flow
There is another way to consider a healthy organization. Think of it as a river that retains its identity (story) as the drops of water (workforce, market orientation, customers) that comprise it change from one moment to the next. Through the lifespan of an organization, the story bridges the past and present, reframing perspectives into a story that is richly woven. Keeping the story solution-focused infuses the organizational flow (the river) with optimism.
We believe it’s the moment to pivot to positivity, not anger and recrimination. To find common ground, not divided ideologies. For organizations to be competitive and relevant to customers, they need to be a poster child of possibility and promise. It’s time to regain the power of the story as a propellant for a sustainable future.
Get “The Truth about Transformation”
The 2040 construct to change and transformation. What’s the biggest reason organizations fail? They don’t honor, respect, and acknowledge the human factor. We have compiled a playbook for organizations of all sizes to consider all the elements that comprise change and we have included some provocative case studies that illustrate how transformation can quickly derail.
