Creating a What’s Going Well culture puts team members in an optimistic frame of mind, and interpersonal bonds and team relationships are strengthened at a deeper and more sincere level. The strong relationships that result lead to increased job satisfaction, engagement and loyalty. Acts of cooperation, teamwork and empathy generated by a What’s Going Well culture can also directly influence an organization’s bottom line. A What’s Going Well culture is a competitive advantage for organizations that implement it broadly and systematically.
Since we only have the capacity to focus on a fraction of what we encounter, our brains are constantly filtering what gets our attention. In this filtering process, our brains are easily distracted because we are wired to pay attention to any new stimulus, especially if we perceive it to be a threat to our survival. This filtering causes us to have what psychologists call a negativity bias.
Humanity on the whole has never been better off than we are now. The world is safer, we live longer, we are healthier, and many people are wealthier.
But as humans, our brains are naturally wired to cynicism. We’re more likely to focus on the negatives of a situation and not even notice the positives.
Changing our focus to What’s Going Well and rejecting negativity isn’t just about making us happier (though that’s a nice side-effect, too!). When we practice it regularly, it extends far beyond day-to-day joy and becomes a part of who we are. Eventually, we don’t have to work to practice it anymore. It comes to us naturally.
Besides speaking at events and conferences, I spend a lot of time coaching business leaders and teams on how to be more innovative and how to transform. However, I believe most people could coach themselves if they were willing to ask the right questions.
The reason babies like to be picked up is the same reason you and I like to be inspired – it changes our perspective. Psychologists suggest that the average person has over 60,000 thoughts in a day, and unfortunately 75% of them are negative.
A recent Gallup study indicated that over 71 percent of the workforce is either not engaged or actively disengaged. This has caused many leaders and organizations to put large amounts of effort and energy into holding their employees accountable.