Five Ways to Build a Positive Working Environment

By Matt Zobrist

A positive work environment is one where team members are happy and engaged with each other and in their work. Positivity at work leads to increased trust, better performance, and improved results. The following are five things any leader, or any person for that matter, can do immediately to generate and improve the positive atmosphere in your workplace. They do not require training; rather they are extremely intuitive, but their value is often overlooked. The true benefit of these practices becomes evident as they are implemented consistently.

Practice gratitude.

One of the easiest ways in which you can increase the positivity of your work environment is through the simple expressions of appreciation. The key to showing gratitude is sincerity. Making others feel appreciated through sincere daily affirmations of gratitude can go a long way to building trust as establishing harmony amongst team members. Being grateful is contagious – next time you tell someone how truly grateful you are for something they did, watch how they will be more willing to reciprocate to others.

Gratitude, however, is not a one-way street. Feeling grateful for things in your own life is very important as well. Personal gratitude is being able to look at yourself and honestly appreciate your skills, abilities, successes as well as your hardships and failures (learning opportunities).

Be Optimistic.

Collin Powell said, “Optimism is a force multiplier.” Optimism is being confidently hopeful about the future. By conveying, through your words and actions, that you totally believe in the immediate and future success of your team, you will foster positive attitudes within you team members. Make daily optimistic statements that you are confident in your team members’ abilities and skills. Always see the glass as half-full. A pessimistic leader is a sure way to stifle positivity in the team.

Smile.

Smiling is a powerful way to increase the positivity of your team. Studies have shown that smiling not only effects those around you, but it impacts you! Ever noticed that when someone smiles at you, you can’t help but smile back? Smiles are infectious because there is an unconscious drive among humans to mirror the facial expressions of those around us. Add to that the physiological effects of smiling in the human brain (releases feel-good neurotransmitters: serotonin, dopamine, and endorphins), and you can see why smiling can improve happiness in yourself and team. Happy people are more positive. Start each morning by smiling at yourself in the mirror, and make sure your first contact with each team member you wear a smile!

Laugh.

The power of laughter is amazing. It naturally lightens moods and increases our spirits because it releases endorphins, which increase our state of happiness. Laughing, like smiling, is contagious and it makes everyone involved feel better. Laughing decreases stress and physical tension, it is also said to be healthy for your heart and immune system. Comedian and cancer survivor Steve Mazan says: “the true power of laughter is that it allows us to forget, for a brief time, all the things that weigh us down.” That momentary escape gives us an opportunity to “push the reset” button on our attitude. After laughing, we can have a new, more positive perspective to refocus and tackle our objectives with confidence.

Sincerity.

Sincerity is acting without deceit, pretense or hypocrisy. Sincerity is a necessary part of the four preceding points. Sincerity is when your tone and nonverbal signals consistently match your verbal message. Your facial expressions and body language will alert people if you are being sincere. Sincerity is what makes the difference between your spoken “thank you” being perceived as true appreciation or taken as a platitude. Without sincerity, your optimistic statements may be perceived as being cliché, instead of inspiring.
Likely you are doing some of these things already. The key to boosting the positivity in your workplace is to do all of them sincerely and consistently. Starting each day with a smile, being truly appreciative, demonstrating optimism, and taking time to laugh, are all things, increase positivity in your workplace.

Did you catch the subtle head-fake? The more you practice and implement these strategies consistently, YOU will be the most affected! As you act more positive, your own perceptions of your environment will become more positive! You will become happier, more engaged and more productive. Even if no one else does these things, as you consistently do them, you will become a beacon of positivity because the reality of your environment will have become more positive. People who have a positive environment are able to increase productivity, efficiency and engagement.

Matt Zobrist from Aegis Learning

Matt Zobrist is an energetic and dynamic facilitator, coach, presenter and speaker with Aegis Learning, LLC.

Matt has a passion for helping others develop their leadership skills. His animated, high-energy style, combined with humor and personal experiences make each presentation enjoyable and memorable, as well as educational, for the audience.

Leading Edge – Volume 61 – 3 Keys: Workplace Tone

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Celebrating Leadership-EduCode 2018

Leadership Superstars!!

EduCode, the premier learning event for building officials, code enforcement and building and structural inspection professionals was a huge success and marked with high energy from start to finish.

Aegis Learning continued our decades-long relationship with EduCode and experienced the biggest classes (some over 70 people) ever.  Tim Schneider, Linda Florence, Teresa Lowry, Kelley Reynolds and Faith Gradney teamed up to provide leadership development with real impact and results.

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A combined graduation of Leadership IMPACT and Leadership SUCCESS participants from San Manuel Casino was the capstone event for this extended leadership development program.  With the support of senior leaders Marty Moore and Beth Ford, the leaders were able to grow their competencies and have some fun along the way.  Awesome group of people primed for amazing success.

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Conflict or Clash?

Apply Understanding and Awareness Before Resolving Conflict

By Kim Price

Chances are, you will work with someone that you do not get along with at some point in your career. When my kids complain to me about unkind teachers, or group work with peers that do not pull their weight, I tell them to view these experiences as valuable preparation for the workforce, where they will undoubtedly encounter bosses who lack empathy, co-workers who spend more time making excuses than producing results, and customers who are simply mean. And if you’ve ever had to take a stand on an issue, a decision, or a project, you may have found yourself in conflict with one of your colleagues and/or managers.

There are different strategies for handling conflict in the workplace, but before you jump into conflict resolution mode, take a moment to understand what the real problem is, what your role is in the situation, and what your motivation is for resolving it.

What is real problem? Is it a disagreement about a course of action on a project, or is it a clash of personalities? Is your reaction based on the merits of the action, or the behavior of the person who made the decision? If your conflict is based on a clash of personalities, it is important that you understand your role in the conflict.

What is your role? Always remember this: you can only control your own behavior. You may have developed strong active listening skills and worked very hard to demonstrate emotional intelligence traits like self-awareness, self-control, social skills, and empathy. But you cannot control the way another person hears your message, no matter how well you express your thoughts and ideas. Ask yourself, did you do everything you could to convey your point of view with clarity, consideration, and respect?

What is your motivation for resolving it? Take a step back and evaluate the value of the relationship in terms of how it impacts your job function, to determine if it is worth the effort. If it is a matter of clashing personalities (and not, say, a conflict over a business decision), and you otherwise rarely work with the person, would it be easier for you to just let it go? Can you work productively with somebody that you dislike (or who dislikes you)?

There is no doubt that conflict in the workplace can cause a great deal of stress, turning a dream job into 40 hours a week of misery. But if you are going to invest your time and energy trying to resolve a conflict, be sure that you understand what the problem is, what your role is, and why you want to resolve it, so that your energy can be focused on solving the real problem. And temper your expectations; there are bound to be personalities that you will never enjoy working with (and vice versa).

So are you stuck working with somebody you dislike? It might happen; if it does, let me share a strategy that has helped me work with the toughest personalities. I once worked for a boss that was very unlikable; this person was often rude and occasionally horribly insensitive to our customers, to my co-workers, to other leaders in the organization and (I’m told, behind my back) to me. But I really loved the job and the potential it had for advancing my career in a field I have a great deal of passion in. So instead of dwelling on the behaviors that disliked, I made a point of discovering something about this person I genuinely liked. For this boss, it was specific area of expertise. I found that by concentrating on a positive aspect of this person’s behavior, I was able to stay positive and productive in my own role (rather than dwelling in the negative – not great for productivity). I will admit that over time this person’s behavior led me to look for opportunities outside the organization. But I wasn’t making myself miserable while waiting for another job opportunity to arise, which helped me stay in a positive mindset for my next employer. Again, you can only control your own behavior.

Kim Price is an exceptionally gifted instructional designer and online learning content producer.

Kim’s love for technology opened the doors for her to teach in higher education; first at the College of Southern Nevada, and later at the University of Nevada Las Vegas. With over a decade teaching experience in higher education, Kim realized her passion for designing and facilitating learning experiences that make smart people even smarter. She continues to cultivate her passion for teaching and technology as a technology trainer in higher education.

Collaborative Decision Making

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

Better Decisions Require Input and Collaboration

By Tim Schneider

Two great leadership fears are associated with collaborative decision making. Like most fears, they are baseless and concocted by the enemy that resides on your shoulders.

Some people in leadership positions fear using a collaborative approach in decision making because it would make them look weak and indecisive. Nothing could be further from the truth. First, the leader always retains the right and responsibility to make the final decision and veto the input from others. This is not always prudent but no one removes a leader’s ability to make the final choice after seeking input and collaboration.

The other fear that leaders often connect to collaborative decision making is that through seeking input the decision will become a popularity contest and the pig with the best lipstick will win. Again this is a baseless fear and collaboration is not about incorporating democracy and voting to an issue, it is simply about seeking input.

To obtain collaboration, the leader must create an environment in which team members and peer leaders feel safe and that their opinion is valued. There can be no besmirching, belittling or dismissing of input. All input, even those contrary to your opinion must be appreciated and valued. This is not about changing your mind but about selecting the best course of action and decision for the organization.

Many traditional methods of collaboration don’t work. Brain storming and the unwarned introduction of a topic yield very little results. To get someone’s thoughts on a subject, process or decision point, effective leaders have found that a private, direct and previewed approach work best. The leader will announce that one of the subjects during one-on-one meetings will be a particular decision or direction element and that gives team members or peers a chance to think about it and process their own conclusions. The privacy element also reduces any team member’s trepidation about public comment or fear of embarrassment.

Collaboration also implies that the leader will be open to suggestions and different perspectives. If that is not the case, future attempts at collaboration and seeking input will be hampered.

A collaborative approach to decision making is more time consuming and requires more effort but it yields significantly better decisions when done well. Ownership of the decision is enhanced through feedback and input. Unintended consequences are uncovered. Different perspectives are considered. New ideas are found.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.