Open Mike #3: Three Ways to Be Positive — Even in Times of Crisis
Maybe it’s just me, but it seems like most people and organizations are in a state of crisis right now. Employees are quitting, employees and employers are debating over flexible work arrangements, inflation is hitting record highs, many companies are laying off people in droves and political divisiveness seems to be everyehere in the media. Although these realities are cause for concern, and people are entitled to their negative emotions, staying in them for too long can sabotage their future success.
This is where positivity comes in clutch. It’s what helps us rise above our problems mentally and emotionally. This is why positive psychology, or “the scientific study of optimal human functioning,” is so important. It’s built on a foundation of what’s right about people instead of what’s wrong with them. Unlike “toxic positivity,” it doesn’t overlook the reality that people have negative experiences and emotions. Instead, it teaches that if we want to lead a flourishing life, it’s unhealthy — and counterproductive — to dwell in that negative mindset for too long. So, how can we become more positive, and what does it actually mean?
Webster’s Dictionary defines positivity as “the practice of being, or tendency to be, optimistic in attitude.” Did you notice that the first part suggests positivity is a choice, or rather, a practice? Like the old saying, “Your attitude determines your altitude,” the way we respond to situations we can’t control will determine if we can overcome them. Even hiring managers are starting to grasp that a person’s attitude often trumps their skills and experience. Most skills can be taught; however, it’s extremely difficult to teach a person how to adopt a more positive attitude — that is, unless they want to. Here are three practical, evidence-based theories from positive psychology that can help.
BROADEN AND BUILD THEORY
Professor Barbara Frederickson’s theory Broaden and Build suggests that positive emotions often catalyze more positive emotions. If you think about it, negative emotions tend to be all-consuming — and a major distraction. In contrast, optimism gives us the capacity to think more clearly, solve problems, develop new skills, and foster well-being. For example, a positive mindset can help a businessperson creatively brainstorm more revenue streams in times of crisis that they may have never considered otherwise.
HOPE THEORY
The Hope Theory contends that our future can be brighter and better than our past. The catch? It’s up to us to make it happen! This evidence-based theory revolves around 3 components:
- Our goals (planned action)
- Our pathways (steps to get there)
- Our willpower (mental energy)
When people are intentional about the future they want to create through Hope Science, they can develop the outlook and confidence they need to resolve a crisis.
GROWTH MINDSET THEORY
Psychologist Carol Dweck coined the Growth Mindset Theory. Someone with a growth mindset believes the effort they invest in a specific pursuit determines the level of improvement they’ll experience in that particular area —whether it’s learning, behavior, outlook, etc. Ultimately, a growth mindset is about cultivating curiosity, embracing challenges, trying new things, acquiring new knowledge and skills, and putting in the effort it takes to master these tasks. Even when we’re in crisis mode, we can grow as people and redirect our energy towards a more positive future.
In my own life, these three concepts have helped me through many crises —from minor conflicts to my journey with cancer. Unfortunately, no one is exempt from professional and personal challenges. However, taking practical and actionable steps can move us from responding negatively to a situation (and as a result, feeling worse) to embracing the crisis at hand, finding the silver lining, and bouncing back — possibly even stronger and wiser than before.
WORD ON THE STREET
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Kids have an uncanny ability to sense when adults are being insincere; you can see it in their expressions, the way they ask questions, or how quickly they disengage. A recent Gallup survey highlights a similar dynamic in the workplace: while 23% of Chief Human Resource Officers (CHROs) prioritize employee well-being, only 21% of employees strongly feel their organizations genuinely care about them. This gap reveals a disconnect between well-being initiatives and employees' lived experiences.
Gallup even coined a term for this dissonance — "carewashing" — describing when organizations appear to support employee well-being on the surface but overlook the real issues, like burnout, toxic culture, or ineffective managers. This superficiality often leads to frustration and disengagement among employees, who, like children, can sense when the care isn't real.
Just as kids are more perceptive than adults might assume, employees are attuned to the authenticity of their leaders’ actions, especially when it comes to well-being. It’s surprising when leaders think they can mask a lack of genuine support, as employees often understand the true nature of their workplace culture better than they’re given credit for. For CHROs, this means ensuring well-being initiatives are more than just check-the-box efforts. Initiatives need to be both meaningful and effective, benefiting both employer and employee in ways that are truly supportive. Authentic care fosters real connection, reduces burnout, and ultimately lowers turnover — outcomes that benefit everyone involved.
Tools for Thriving
Changing our behavior is HARD, but Dr. Martin Seligman’s book, What You Can Change...and What You Can’t, is like a practical roadmap for tackling it. I keep it handy whenever I’m working on adjusting a part of my behavior that needs to possible change. Seligman breaks down big mental health topics — like anxiety, depression, anger, and even phobias — and helps you see what’s actually possible to change and what might be better to accept as it is. It’s a no-nonsense guide that reminds us to focus on the things we can control, making the process of self-improvement feel a little more doable.
About Michael Dickerson
Michael Dickerson is the CEO of Dickerson Consulting Group, specializing in stress management, workplace mental health, and employee wellbeing. He is the author of Struggle Well at Work: Positive Mental Health Strategies for a Flourishing Workforce and is a national speaker, trainer, and consultant on employee wellbeing and workplace mental health. Visit website www.dickersoncg.com.
