In the world of leadership, optimism is the drug of choice. When a leader showcases extreme optimism, they hold people spellbound. We feel better about ourselves and our prospects when we experience the optimism only leaders can display. In study after study, we learn that people work harder for, and prefer to follow, optimistic leaders.
Optimism is displayed by leaders in a myriad of ways. Persistence, confidence in others, strong advocacy, celebrating short-term wins, positive stories and messages, opportunistic framing, appreciation and gratefulness, a joyful attitude, and a can-do spirit are all signs that a leader embodies optimism.
Yet, even optimism has its limits. The need to produce results often tempers these displays with a realism people also appreciate. The objectivity to see events clearly without rose-colored glasses is also highly prized by those who follow.
When deciding how to strike the ideal balance between optimism and objectivity, leaders sometimes miss the nuance about when optimism counts and when it doesn’t. The best leaders have learned that it isn’t balance but emphasis that matters most when it comes to optimism.
The ideal formula has four elements, three parts optimism and one part skepticism. The recipe looks like this:
- Optimistic about people and their potential.
- Optimistic about the future.
- Optimistic about challenges faced by the team.
- Skepticism about execution.
The best leaders know that an inability to get the details right and execute skillfully sinks the love boat of optimism. And so do team members. When leaders worry about execution, fuss over processes and deadlines, and carry on about the need to get the details right, they are seen as realists who understand the roadblocks to success. When married with extreme optimism about people, events, and obstacles, this skepticism creates the ideal emphasis to carry everyone forward.
Team members prefer to follow optimistic leaders, but they also want to be led by someone who see matters clearly and objectively. The winning formula is for leaders to display optimism about everything — except getting things done.
When optimistic leaders worry about the details, team members know they have found a leader worth following. Optimism is a force multiplier when doubt about execution comes along for the ride.
