positive

positive
please enjoy for individual use only
for broader use, please contact the author.
sólo para uso particular
para uso más amplio, por favor póngase en contacto con el autor.
leadership
© Lee Newman, Ph.D.
lee.newman@ie.edu
Positive Leadership
LEAD POSITIVE
Lee Newman, Ph.D.
Iberdrola
December, 2013 ▪ Madrid
me.
engineering
brown university
technology policy
MIT
BUSINESS
strategy+systems thinking
MBA, MIT
management consulting
BEHAVIOR
QUANT
and my biases
phd cognitive psychology/neuro
mckinsey & company (chicago)
tech start-ups
new york city
+ artificial intelligence
university of michigan
1966
St. Louis, MO, USA
USSR & USA
land on the moon.
professor and dean,
behavioral science
& leadership
IE university, IE business school
warm up.
mental warmup.
Take 1000 and add 40 to it. Now add
another 1000. Now add 30. Add another
1000. Now add 20. Now add another 1000.
Now add 10.
And the total is….
married and looking.
Stefan is looking at Ana...
…but Ana is looking at George.
Stefan is married, George is not.
Q
Is a married person
looking at
an unmarried person?
(a) yes
(b) no
(c) can’t determine
new thinking. new behavior.
positive leadership
2
positive
development
modern workplace.
as managers we are facing many challenges.
doing
more, with less.
facing
hyper competition.
tighter deadlines
coping w/ constant change.
capturing diversity.
managing globalization.
battling
…
everyday moments of truth.
higher frequency, subtle and cumulative impact.
performing, in the moment.
lessons from rafa.
married and looking.
Stefan is looking at Ana...
…but Ana is looking at George.
Stefan is married, George is not.
Q
Is a married person
Looking at
an unmarried person?
(a) yes
(b) no
(c) can’t determine
source: Stanovich, Toplak & West (Winter, 2010), Rotman Magazine.
correct answer?
is a married person looking at a unmarried person?
Stefan
(married)
% Respondents
You
Ana
(?)
95%
5%
0%
Yes
No
Can't
Determine
George
(unmarried)
Group
Junior
Incorrect
89%
95%
Middle
to
Senior
84%
86%
91%
89%
any doubts?
Average Confidence:
Confidence >70%:
89%
everyone
%Participants
43%
24%
24%
10%
0%
no
confidence
0%
0%
0%
0%
0%
0%
%Confidence
perfect
confidence
day: many “moments of truth”.
goal: fast and high-quality thinking as our default.
start day
10
9
5
2
7
9
1
4
6
5
8
7
8
5
6
10
5
8
3
9
5
6
3
2
3
end day
5
4
better thinking, better behavior.
sustainable source of competitive advantage.
informational.
operational.
ADVANTAGE
ADVANTAGE
better information, faster.
…competitors catch up.
better products, services, value delivery.
…competitors copy you.
behavioral.
ADVANTAGE
culture of better thinking and deciding.
…hard to create, even harder to copy.
new. thinking.
new. behavior.
“
We can’t solve problems by using
the same kind of thinking
we used when we created them.
”
Albert Einstein
so what kind of thinking?
behavioral economics.
…really the psychology of judgment and decision making
Behavioral
Judgment &
Decision Making
Psychology
Neuro
Daniel Kahneman
2002 Nobel Prize
in Economics
Management
& Leadership
Economics
positive psychology.
Fixing Problems
Optimizing Performance
Psychological Healing
Psychological Fitness
Clinical
Psychology
Illness
Positive
Psychology
Difficulty
Ok
Good
Great
Human Performance
Extraordinary
positive leadership.
positive
leadership
training
mindware
achieving competitive advantage
by rewiring the way we think
and behave in the workplace.
positive
development
radical change in emphasis of
how we lead, manage and
develop individuals and teams.
optimizing
professional
performance
behavioral
fitness
new era of professional
development focused on
training behaviors at work.
behavioral decision making
positive environment
practice in workplace
mindfulness practices
strengths development
habit hacking
dialogue & attitudes
willpower management
well-being at work
psychology of change
positive
development
optimizing
professional
performance
70%
not an engaging story.
data from global studies.
Disengaged or
Disenchanted
21%
38%
Fully
Engaged 1
41%
Partially
Engaged
2
Engaged vs Disengaged:
~2 : 1 average organizations
~10 : 1 world-class organizations
2
Cost: £32 billion in the UK • €100 billion in France • $370 billion in USA
Sources: (1) Towers Perrin Global Workforce Study (2007/08); (2) Gallup
positive environment.
(why “P” is so critical)
exercise.
just for fun.
• I am going to choose two of you (maybe who I do, or don’t know)
• Improvised singing – 30 seconds (in English or Spanish)
• One at a time, stand up…
our daily dose of
positive and
negative
emotions matter,
more than we realize.
measuring emotions.
P
Moments
at Work
• conflict in meeting
• great presentation
• cryptic email from boss
• stress over deadline
• …etc.
N
•
•
•
•
•
•
•
•
•
•
Joyful
Gratitude
Serene
Interested
Hopeful
Proud
Amused
Inspired
Awe
Love
Positivity Ratio:
•
•
•
•
•
•
•
•
•
•
Angry
Disgusted
Sad
Fearful
Guilty
Ashamed
Embarrassed
Scornful
Hateful
Stressed
Positive
(emotions)
Negative
(emotions)
source: Positivity (2009), Barbara Frederickson
positivity matters.
emerging research.
High P/N broadens our awareness/attention
Fredrickson & Branigan (2005). Cognition & Emotion, 19, 313-332.
•
•
•
•
•
•
•
•
better memory for details (Talarico, Berntsen & Rubin (2009), Cognition and Emotion)
see more possibilities (Fredrickson & Branigan (2005), Cognition & Emotion)
more creative (Rowe, Hirsch, & Anderson (2006), PNAS)
see more self-other overlap (Waugh & Fredrickson (2006), J. Positive Psychology)
better perspective taking (Waugh & Fredrickson (2006), J. Positive Psychology)
more trust (Dunn & Schweitzer (2005), J. Personality and Social Psychology)
better negotiations (Kopelman, Rosette, & Thompson (2006), OBDP)
bounce-back (Tugade & Fredrickson (2004), J. Personality and Social Psychology)
Q positivity  more easily exploited, overly optimistic?
A no! positivity  more appropriate emotional responding to circumstances
(Waugh, Wager, Fredrickson, Noll, & Taylor (2008), Scan)
problem: risk.
Given €1000
A
B
Get €500 more, for sure.
Get €1000 or €0 (50/50%)
Given €2000
A
B
Give up
Give up
€500 for sure.
€1000 or €0 (50/50%)
behavior.
Giving Up
94%
6%
Sure Thing Risky Bet
% Participants
% Participants
Getting More
76%
24%
Sure Thing Risky Bet
framework.
intuitive… and worth a Nobel prize.
prospect theory
Pleasure
Negatives hurt
-500
Loss
moving reference
+500
Gain
2-3x as much
as
positives please.
Loss Aversion
Pain
Source: Kahneman & Tversky (1979), Econometrica.
We tend to put more energy into avoiding
losses than to obtaining similar gains.
negativity rules.
tends to rule the day, and our moments of truth.
Problem: because of “loss aversion”*,
we tend to focus on negatives –
“negativity bias”.
-
We have a tendency to…
• become more aroused by negatives
• look more for negatives
• remember negatives better
• spend more time analyzing negatives
+
*Loss aversion part of work of D. Kahneman, Nobel Laureate Economics 2002
measuring positivity.
positivityratio.com
positivityresonance.com
…
Me, one day…
positivity.
HIPO Corp Managers: 13 people x 2-3 days.
% Days
33%
Emotion Days
Mean P/N: 2.5
Mean Pos: 7.8
Mean Neg: 4.2
21%
17%
17%
8%
4%
0%
0% 0% 0% 0%
0's 1's 2's 3's 4's 5's 6's 7's 8's 9's 10's
Positivity Ratio
broadens thinking
(today)
builds resources
(over time)
positivity.
junior professionals: 53 people x 2 weeks
%Days Recorded
Emotional Days
Mean P/N: 2.8
30%
25%
21%
24%
20%
16%
15%
10%
8%
7%
5%
5%
5%
0%
0
1
2
3
4
5
1%
2%
7
8
6
Positivity Ratio
broadens thinking
(today)
builds resources
(over time)
3%
9
2%
10
positive environment.
some research.
positivity ratio (positive : negative)
“broadening”: above 3 : 1
Waugh & Fredrickson, J. Pos Psych (2006)
team performance
 high performing: 5.6 : 1
 med performing: 1.9 : 1
 low performing: 0.4 : 1
Losada & Heaphy, American Scientist (2004)
marriage quality
 flourishing: 5.1 : 1
 divorce:
0.8 : 1
Gottman, What Predicts Divorce (1994)
Q
Why 3 to 5?
suggestion: what can you do?
benefits
JUST DO IT.
1
identify emotion generators
brainstorm: list of moments/situations at work that make
you/others feel stress, worry, anger, frustration, fear…
Positivity
Frederickson
brainstorm: list of moments/situations at work that make
you/others feel good, happy, relaxed, connected…
suggestion. what can you do?
benefits
JUST DO IT.
2
take small actions to build your positivity ratio
brainstorm: practices or process changes you could
use to increase P in your work and your teams.
More frequent P, enhance P when it happens.
Positivity
Frederickson
brainstorm: practices or process changes you could
use to decrease N in your work and your teams. Less
frequent N, let N go when it happens.
in moments of truth
on the job.
emphasizing strengths.
strengths.
…can be assessed.
learner belief strategic maximizer focus
achiever relator positivity futuristic input
individualization consistency discipline
empathy restorative ideation context
adaptability developer competition woo
communication intellection significance
harmony command deliberation arranger
includer deliberation self-assurance
analytical responsibility connectedness
source: Strengths Finder 2.0 (Clifton, Rath, others at Gallup )
return on development.
the psychology matters… more than we thought.
Engagement
Strength
Trajectory
Weakness
Trajectory
Development Effort
strengths and engagement.
9%
73%
chance of being engaged if there is no focus
on an employee’s strengths.
chance of being engaged if there is
focus on an employee’s strengths.
Source: Gallup research as cited in Strengths Based Leadership
change in approach.
are we doing things backwards?
Strengths
•
•
•
•
Identify (there are tools)
Develop (there are methods)
Harness
Don’t abuse
Weaknesses
Learn to use
strengths…
… to work
around
weaknesses.
• Identify
• Accept (!)
• Develop to minimum required
Challenge of Task
High
engage via strengths.
H/L
L/H
Low
L/L
Low
Your Abilities
Adapted from Csikszentmihalyi 1975, 2000
High
suggestion: design work.
Managing yourself
• How might you design the way you work, to
make more use of your strengths?
• How might you navigate around/neutralize
weaknesses, using your strengths?
Working with others
• How might you design roles and responsibilities for your
employees around their strengths?
JUST DO IT.
putting it together.
POSITIVE
ENVIRONMENT
early results.
can positive approaches make a difference?
+27%
+16%
+30%
+3x
+10x
better performance in
blue-collar workers1.
better performance in
white-collar professionals1.
happy employees have 31% higher
productivity and 37% higher sales2.
higher creativity in employees who
are happy2.
225 research
studies
employees 10x more likely to be fully engaged if they
are actively providing social support to others2.
Sources: 1. Spreitzer & Porath, HBR (2012); 2. Achor, HBR (2012).
optimizing
professional
performance
the jello problem.
so you want to change?
Jello analogy: Dick Powell (SeymourPowell)
physical fitness.
…has been transformed.
technology + community + gamification
behavioral fitness.
behavioral science applied to self-transformation.
You want to develop new/improved leadership behaviors at work…
The future of professional development?
BEHAVIORAL FITNESS
1
2
Practice and
Experimentation
3
Habit
Hacking
4
Willpower
Management
Psychology
of Change
practice. practice. practice.
Three days, working out
at the gym…
s
..what does it get you?
emphasis on behavior.
the future of professional development.
best practices
knowing what.
leadership outcomes
+ knowing how.
leadership activities
+
being
able.
leadership behaviors
PRACTICE
“workplace = gym”
implementation intention.
concept: create specific intentions to change behaviors
simple intention: “I want to try to be a better listener”
implementation intention: “When I am meeting with a direct report, and find
myself thinking what I will say next, I will stop and focus on what the other
person is saying.”
you want to practice being better listener:
imagine a typical weekly meeting
…having that “bored, trapped feeling”
…noticing your mind wandering to other things
…feeling guilty you are not really listening
… [your specific intention/plan goes here]
Research Fact
• 3x more likely to complete difficult goal with implementation intention vs. simple intention.
source: Gollwitzer & Brandstätter, JPSP (1997); Gollwitzer, AmPsych (1999)
behavioral fitness.
behavioral science applied to self-transformation.
You want to develop new/improved leadership behaviors at work…
The future of professional development?
BEHAVIORAL FITNESS
1
2
Practice and
Experimentation
3
Habit
Hacking
4
Willpower
Management
Psychology
of Change
monkey business.
we are not always so different.
Source: Based in part on Stephenson, G. R. (1967) Cultural acquisition of a specific learned response among rhesus monkeys.
people business.
Take 1000 and add 40 to it. Now add
another 1000. Now add 30. Add another
1000. Now add 20. Now add another 1000.
Now add 10.
And the total is….
behaviors get automated.
Take 1000 and add 40 to it. Now add another
1000. Now add 30. Add another 1000. Now
add 20. Now add another 1000. Now add 10.
% Respondents
Q: What’s the total?
63%
37%
Correct
Incorrect
often >90% incorrect
Incorrect: 5000, Correct: 4100
1000
+40
1040
+1000
2040
+30
2070
+1000
3070
+20
3090
+1000
4090
+10
4100
You end up with 4090, and then when
adding 10, you get 5000 instead of
4100. Why?
We get “in the groove” of going up by
1000’s and by 10’s.
When we have to add to 100’s, we
accidentally add 1000’s instead.
Source: Stanovich, Toplak & West, (2010), Rotman Magazine.
rewiring habit loops.
routine
understand behaviors/defaults
replace them with better behaviors
Power of Habit
Duhigg
cue/trigger
reward
identify triggers
reduce unwanted triggers
create new triggers
identify what motivates behaviors
modify rewards to change behaviors
Image credit: HabitsOfMind.org
changing a habit.
situation: meeting/conversation and person talking, you’re not interested….
need to email Tomas…
and to convince him to
do the _____…
…and furthermore, I
think that our plan with
this client should
be….blah blah blah
routine
start thinking abut other things
BAD
HABIT
cue/trigger
feeling bored or anxious
“just can’t listen any more!”
“just can’t sit still ”
Anxiety, Boredom
reward
getting work done
reduced boredom/anxiety
habit change examples.
from my work with executives and business students.
“ …to be a better listener.
“ …to stop micromanaging and be more enabling of my team.
“ …to be more open minded in meetings/discussions.
“ …to stop procrastinating, not let small tasks push out important ones.
“ …to stop doing the work for my team when they don’t deliver
“ …to become more empathetic, to take concerns of others into account
“ …to stop judging people so quickly.
“ …to make more reasoned decisions.
“ …to stop making negative jokes/comments/gossiping to “bond’ with people.
behavioral fitness.
behavioral science applied to self-transformation.
You want to develop new/improved leadership behaviors at work…
The future of professional development?
BEHAVIORAL FITNESS
1
2
Practice and
Experimentation
3
Habit
Hacking
4
Willpower
Management
Psychology
of Change
decision fatigue.
low willpower + decision making = danger.
Three prisoners in an Israeli prison.
Who got granted parole?
Freedom!
Case 1 (heard at 8:50 a.m.): An Arab Israeli
serving a 30-month sentence for fraud.
Case 2 (heard at 3:10 p.m.): A Jewish Israeli
serving a 16-month sentence for assault.
Case 3 (heard at 4:25 p.m.): An Arab Israeli
serving a 30-month sentence for fraud.
sources: source: Danziger et al, PNAS (2011) (edited by Kahneman);
NY Times “Do you suffer from decision fatigue? (2011)
Prison!
dotted lines = food breaks
willpower management.
there is a science behind this.
What is willpower?
1. Like fuel tank, our source of energy
2. We drain it whenever we have to work to achieve goals
How can we manage our willpower more effectively?
1. Sleep + eating (maintain blood glucose levels).
2. Better goal/task management:
• Make goals explicit – clear, written down
• Work on small, specific steps that don’t create stress
• Track progress frequently
• Create motivation by sharing goals with others
3. Gamification: make it fun! use apps!
4. Practicing self-control in simple situations:
• Putting tough tasks earlier in the day
• Delaying gratification
Reference: Willpower (Baumeister & Tierney).
willpower.
one source, many ways to drain it!
Four types of willpower
1. Controlling our thoughts
2. Controlling our emotions
3. Controlling our impulses (resisting temptations)
4. Controlling our performance
Q
with low willpower, what happens?
to your thinking?
to your feeling?
with impulses?
to your performance?
try paying attention to this for a week…
setting goals for change.
specific
defined as in “implementation intentions”
Measurable
Attainable
Relevant
Timed
able to quantify and track progress
want to succeed!
goal that matters to you, that motivates you
important to set a deadline
adapted from: G. Doran, Management Review (1981) and public domain.
suggestion.
think about managing your willpower tank
JUST DO IT.
•
•
•
•
•
•
SMART goals, better task management
how much you sleep, when/what you eat.
how much fuel do I have left?
should I have that conversation now?
should I postpone the meeting?
do I need to be careful with criticism?
Willpower
Baumeister & Tierney
Getting Things Done
David Allen
behavioral fitness.
behavioral science applied to self-transformation.
You want to develop new/improved leadership behaviors at work…
The future of professional development?
BEHAVIORAL FITNESS
1
2
Practice and
Experimentation
3
Habit
Hacking
4
Willpower
Management
Psychology
of Change
positive loss aversion.
several stories we can tell ourselves.
you want to change a behavior…
…or ask an employee to change.
Exploit Loss Aversion
• Give €100 to friend (or enemy!)
• If you don’t succeed, you lose €100.
• If you succeed, you get it back.
Pleasure
Loss
Gain
Pain
make it fun.
P
Moments
at Work
• conflict in meeting
• great presentation
• cryptic email from boss
• stress over deadline
• …etc.
N
•
•
•
•
•
•
•
•
•
•
Joyful
Gratitude
Serene
Interested
Hopeful
Proud
Amused
Inspired
Awe
Love
Positivity Ratio:
•
•
•
•
•
•
•
•
•
•
Angry
Disgusted
Sad
Fearful
Guilty
Ashamed
Embarrassed
Scornful
Hateful
Stressed
Positive
(emotions)
Negative
(emotions)
gamify!
positive, healthy competition
…provides motivation (drive, arousal)
…less draining form of activity
against yourself or others
social pressure.
• share your transformation goals
• make specific promises
Social Radar
• give people updates
• get support and feedback
• post progress on social media
mindfulness meditation.
April 28, 2012
More than 1,000 Google employees have
taken the 7-week class; always a waiting list
when it’s offered, four times a year.
Mindfulness
Williams &
Penman
FT Magazine
Aug 24 2012
Mindfulness practice (8 wks) increases
working memory capacity (whiteboard).
Jha, Stanley et. al. (2010) Emotion.
Executive Master
Positive Leadership & Strategy
Mindfulness practice (2 weeks) improves
test scores (whiteboard).
Mrazek, Franklin, et. al. (2012) Psychological Science.
high performance thinking and behavior.
positive leadership
2
Positive
Development
it is a better approach and it
will change the way we work…
do it! build positivity.
Positivity:
Positive
JUST DO IT.
Negative
take active steps to do this every day – at work, outside of work.
do it for you
do it for others
do it! use your strengths, more.
redesign the way you work, around your strengths.
learner belief strategic maximizer focus
achiever relator positivity futuristic input
individualization consistency discipline
empathy restorative ideation context
adaptability developer competition woo
communication intellection significance
harmony command deliberation arranger
includer deliberation self-assurance
analytical responsibility connectedness
source: Strengths Finder 2.0 (Clifton, Rath, others at Gallup )
do it! hack a habit.
JUST DO IT.
choose one, and only one and try it.
do it! manage the tank.
think about managing your willpower tank
JUST DO IT.
how much you sleep, when/what you eat.
how much fuel do I have left?
should I have that conversation now?
should I postpone the meeting?
should I hold back my criticism?
do it! mindfulness.
Mindfulness Meditation
JUST DO IT.
every day
5-10 minutes
30 days
behavioral fitness.
moments of truth
better thinking
better decisions
Willpower
& Control
explore: mindware.
better thinking, for better decision making.
Thinking, Fast & Slow
Kahneman
Power of Habit
Duhigg
Willpower
Baumeister & Tierney
Mindfulness
Williams &
Penman
Getting Things Done
David Allen
explore: positive development.
shifting the emphasis of professional development.
Harvard
Business Review
Jan/Feb 2012
Positivity
Frederickson
Flourish
Authentic Happiness
Seligman
In collaboration with IE Executive Education
Transform yourself , your teams,
and your organization.
The Executive Masters in
Positive Leadership & Strategy
EXTRAORDINARY LEADERS DO MORE THAN JUST MANAGE.
Intensive 6-day training (once per quarter, in Madrid) combined with leadership projects at work.
exmpls.ie.edu
100% Leadership
school of social and
behavioral sciences
school of social and
behavioral sciences
In collaboration with IE Executive Education
My coordinates:
/
www
Lee.Newman@ie.edu
@NewmanLee
NewmanLee
LeeNewman.org
THANK YOU...
LEAD POSITIVE.
end.