The Link between Proactivity and Optimism

In summary, what we have suggested up to this point is that people will have respect for the performance management system if people are proactive and optimistic and motivated to engage fully in the pursuit of their goals.

Proactivity and optimism tend to work together in the following way:

The horizontal axis in the illustration represents a continuum of behavior and attitude, extending from reactive to proactive approaches. Along the vertical axis, we have a continuum of thinking and behavior—going from pessimism to optimism.

Individuals falling within the proactive and optimistic quadrant are likely to be highly inde-pendent individuals who demonstrate initiative, enthusiasm, and self-directed behavior.

The proactive optimist is likely to generate their own solutions or paths to future goals, and take personal responsibility for their own efforts and the efforts of those around them.

The reactive optimist is likely to be a “conscientious doer” who might not generate their own ideas or initiatives, but will certainly work toward achieving goals and objectives that are given to them in a very optimistic and enthusiastic manner.

The reactive pessimist is likely to be a negative thinker or “doom-sayer,” cynical and critical.

This kind of person is likely to blame others.

The proactive pessimist is unlikely to achieve their full potential. They might have unfulfilled dreams, and will demonstrate variable performance.

OPTIMISM

REACTIVE OPTIMIST

PROACTIVE OPTIMIST

REACTIVE

REACTIVE PESSIMIST

PROACTIVE PESSIMIST

PROACTIVE

PESSIMISM

2.13 Taking the Performance Initiative

If we understand our own behavior and the behavior of people around us, we can improve our level of optimism and ability to take the initiative. This means becoming more aware of our thinking, as well as of our attitudes, beliefs, and values (and helping others to do the same). As we have seen in this module, this means that we should:

• Challenge thinking, attitudes, and beliefs.

• Focus on solutions, not problems.

• Accept responsibility for our actions and outcomes, instead of blaming.

• Develop a learning orientation to failure as well as success.

• Ask others what they learned from failure.

• Try to empathize as much as possible in a proactive and optimistic way.

To do these things, we will have to start paying attention to our thinking patterns and their impact on our behavior and performance. Proactive and optimistic patterns of thinking will lead to more successful and constructive behavior, and therefore successful performance.

We should also always remember that we are personally responsible for the development of our thinking patterns and attitudes. We need not be constrained by the limits of our past or the conditioning of our upbringing, education, peer group, or culture. We have the freedom to choose the manner in which we think and respond.

We have the freedom to choose how we perform and how we choose to manage the performance of others.

As team members, we also have a responsibility to make sure that our peers are focused on solutions, and maintain a healthy and optimistic attitude about the way they try to achieve their goals. We can help them become aware of their thinking, and challenge patterns that are not constructive or successful. We are all responsible for establishing an environment of success, learning, and progression. Our thinking style and values are the key determinants of this type of culture.

If you are a reactive person, you will tend to blame others for your poor performance, and rationalize your failure. You will probably feel uncomfortable when someone confronts you about needing a higher level of responsibility. You are likely to reject feedback or criticism, in fact, and will focus on problems rather than on solutions.

On the other hand, if you are a proactive person, you will tend to accept responsibility and initiate plans to achieve expected outcomes. You will welcome feedback and criticism, and focus on solutions rather than problems.

Whether you are reactive or proactive, it pays to take time to think about and consider appropriate responses to the performance feedback you receive: it is this willingness to be open, to listen, and to change that is the platform upon which better performance is ultimately built.

The point is that the final accountability for the success of the performance management system rests with the individual manager/supervisor and employee. That is why this system is being made available to individuals as well as entire organizations; it provides information that can help sustain their commitment and achieve the best possible long-term results.

2.14 Summary

In this module, we have suggested that an organization’s managers or employees might not easily accept a performance management system, even if it is well-designed, collaborative, or positively geared. Perhaps they have had negative experiences with the appraisal process, or fear that the judgment or assessment might not be fair or handled well.

Rather than be put off by these attitudes, smart leaders will carefully plan ways to overcome any feelings of resistance by making sure that all individuals appreciate the personal and developmental benefits of active and positive participation in the process. They communicate constantly and effectively, and make major efforts to help individuals feel enthusiastic, com-mitted, and optimistic.

In the final analysis, it is on a foundation of high enthusiasm, commitment, and optimism that individuals start to take proactive action. In so doing, they set personal and team goals, and accountabilities that matter; they then strive hard to hit their targets, and in so doing, take responsibility for personal development and their individual role in helping their enterprise achieve the outcomes it desires most.