Last week I started a series on the practical application of Martin Seligman’s Learned Optimism to improve your results in your work. Last week in my post What Optimisim Will Get You I explained why using an optimistic approach can get you past some of your blocks and when to use it. This week I’ll explain the three elements of the optimistic explanatory style that get you motivated and energized.
Optimism as Seligman describes it is not some sort of dewy-eyed, happy-go-lucky approach to life that someone is born with. Likewise, being pessimistic does not mean going around being grouchy all the time. Instead they are ways of explaining events in your life. And since you can learn how to use an optimistic explanatory style, you can get the benefits of being an optimist even if you’ve never thought of yourself as one before. (By the way, if you think of yourself as a “realist,” you most likely use a pessimistic explanatory style more often than not.)
We will focus here on ways to get unblocked by changing how you explain to yourself why bad things happen in your job or business. Explain setbacks the wrong way and you’ll feel helpless, like it isn’t worth trying anymore, and your career or business will suffer accordingly. Explain them in the right way and you’ll bounce back quickly from the same setbacks, sometimes with more excitement and energy than ever, leading to all sorts of good results at work. So identifying when your explanations are blocking you and changing them to more motivating language are important skills to develop.
Permanence: Temporary (Optimistic) v. Permanent (Pessimistic)
First, Permanence. An optimist thinks of a bad thing as a temporary setback, arising out of temporary conditions that will or can be changed. A pessimist believes it is something permanent that’s going to last for a long time because it was caused by traits that will not change in himself, or the economy, or in potential buyers, or in “people.” To use the optimistic approach, look for ways that a situation is temporary or the conditions for it can be changed.
- Instead of thinking “No one is going to buy from my company in such a bad economy; I’m doomed,” you might think “Yes, the economy is bad right now, but it always cycles out of downturns eventually. I just need a plan for how to get through this lean patch.” Or “What can I provide that people need now because the economy is bad.”
- Instead of “That was terrible. I’ll never get the hang of sales,” think “I blew that sales pitch, but I can go back over my notes and practice for the next one, and maybe get some pointers from my friend on how to handle that kind of objection.”
- Instead of “My boss ignored my idea at the meeting because she doesn’t want to try anything new. I won’t bug her about it anymore,” try something like “My boss has seemed pretty out of it lately. Maybe she has too much on her plate to consider my idea right now. I can check back with her in a few weeks to see if anything has changed.”
So if you catch yourself thinking people, or situations, or even you, are “always” or “never” a certain way, and will never change, find ways to limit your conclusions. Remember: situations and people change all the time, so “always” and “never” thoughts are usually wrong on their face. Dig deeper for ways change may happen.
Pervasiveness: Specific (Optimistic) v. Universal (Pessimistic)
Next, Pervasiveness. A pessimist thinks a setback in one area means everything is going to go bad in all areas. She sees it as a universal failure. An optimist sees the setback as limited to the one event. He sees the failure as specific. Here’s how those two explanatory styles might look:
- “All bosses will throw you under the bus to save their own career (so I’ll just keep my head down” v. “This boss will throw me under the bus to save his career (and I better get my resume updated)!”
- “My services are worthless” v. “My services are worthless to this guy, but maybe that guy over there needs what I do right now.”
- “The job market is in the tank. No one is getting hired right now. I’m never going to get an interview” v. “The overall numbers don’t look good, but my region is picking up faster than other parts of the country” or “my industry is actually growing” or “I’m not getting hired by statistics; I just need one offer from one company with one opening. There is always turnover from people retiring, moving away, or even dying. Something will open up if I just keep sending out resumes and networking.
Personalization: Externalization (Optimistic) v. Internalization (Pessimistic)
Finally, Personalization. A pessimist internalizes the cause for a failure, saying “I’m the cause of this problem” and calls themselves names (“I’m such an idiot.” “I can’t sell lemonade to people in the desert.” “I’m a total failure in this job.”) An optimist externalizes the cause, blaming outside people or forces. (“My co-workers didn’t do their homework.”)
Two things to be aware of on this last explanatory pitfall. First, it is the least important, so if you have limited time to make changes in your own explanatory style, focus on the other two. Second, and more importantly, you will not improve if you do not take responsibility for your mistakes. If you caused a problem, or were a significant reason for a failure, own that. But don’t call yourself names. Instead look at how you can change, learn or grow from what happened. That’s the optimistic and effective approach that will lead to better results in your career or business.
For the next week, pay attention to how you use the 3 Ps when something goes wrong. Do you see it as a permanent problem that is pervasive throughout all areas that is caused by your personal failings? If you find you lean toward any of those pessimistic explanations, you will want to get started on changing your explanations so you can be more effective and energized when you want.
Coming up next, I’ll detail some of Seligman’s specific techniques for changing a pessimistic explanatory style to an optimistic one.