Neuroscience of Leadership Speaker Trainer

When and Why Positivity Backfires

The idea that we can change our thinking with more thinking is baseless and delusional.

It gave birth to the widespread but deceptive belief that positive thinking is the panacea for all the world’s problems. Because it sounds so enticing, leadership speakers can’t stop spreading it as if they genuinely believe it.

Norman Vincent Peale’s 1950s book, “The Power of Positive Thinking,” has dramatically influenced leadership speakers and authors. They have been spreading this unproven idea simply because it appears to be a quick fix for all the problems under the sun. At the same time, negative emotions like fear get a bad rap. But in reality, being realistic is a more desired leadership trait.

Victor Frankl, a survivor of Nazi concentration camps, illustrated the danger of too much positivity in his book, “Man’s Search for Meaning.” In it, he relates a vital difference between survivors of Nazi concentration camps and those who perished. Prisoners who maintained repeated hopes that liberation would come on specific dates had their hopes dashed, which added to their stress. Many gave up their hopes too quickly. Others who focused on sheer survival and coping tended to be the survivors.

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Negative Emotions Are Natural

When people face difficult or threatening conditions, their negative emotions and fear reactions motivate them to find an eventual solution.

If they accept false reassurances that the situation will improve soon through good thoughts, they won’t be prepared when things get worse.

Leaders should not present false positive information that will soon be proven incorrect. Instead, they should reinforce the message that group efforts will resolve the complex situation.

We all want to believe good news. However, unfounded or unjustified positivity only gives people an illusion of control and leaves them unprepared for adverse outcomes. We have no shortage of people who love to be positive messengers. They give out cheap pep talks, such as “You can do it” or “You got this,” without bearing the consequences. Our pop culture loves those feel-good stories filled with optimism.

A cognitive bias exists to believe positive information but reject the negative.

Predicting only Positive Outcomes Often Backfires

In business and organizational leadership, there is often a tendency to project positive outcomes, even in the face of diminishing probabilities. Peale’s “Positive Thinking” leads many to avoid dealing with negative realities when interacting with those they supervise. As with the concentration camp prisoners, that strategy often leads to repeated evidence that the long-term optimistic view is unrealistic. Instead, realistic, positive, short-term goals can energize a group toward a desired result.

The brain reacts according to its expectations.

In another brain imaging study, volunteers experienced heat applied to an extremity. Before the heat was turned on, they saw one of two symbols indicating how hot it would feel, including a rather painful level. Volunteers rated the pain level. The actual heat delivered to the extremity had nothing to do with the symbols displayed. The researchers discovered that the reported pain level depended mainly on the shown symbol. The brain scan showed clearly that the brain responded according to the expected pain level, with more activity in regions involved with threat and fear. The responses continued to exhibit the same effect, even after repeated trials.

Running a marathon is a daunting task. Most runners know to focus on running just one more mile instead of thinking about the pain and fatigue that come later during the race.

The goal of effective leadership is to encourage and enable productive work toward an established goal. Optimistic projections into the future are rarely effective when reality makes those projections unlikely. Suppose leaders instead acknowledge the challenging situation and encourage efforts that produce tangible progress. In that case, employees are more likely to avoid the paralyzing effects of pessimism.

Avoid Leadership Based on Toxic Positivity

Neuroscience research has revealed many facts about how people’s brains respond to various emotions. In some cases, that research has reinforced traditional leadership training principles. However, it has also revealed how those principles often fall short.

Dr. Terry Wu constantly compares the latest Neuroscience research with established leadership principles. His goal is to share that new knowledge through public speaking and professional consulting. His engaging speaking style and fascinating content have empowered millions of people worldwide. He offers original, Neuroscience-powered leadership training workshops and keynotes. Few speakers make science as fun and entertaining to learn and practice as he does.

Hayley Landingham Dr. Wu gave one of my favorite presentations we’d ever had at our organization. His presentation on the Neuroscience of Leadership Decision-Making was informative and interesting but also gave actionable applications of the content, all in just one hour! I forwarded his presentation to many colleagues over the years since and would be thrilled for him to speak to any audience I’m involved with. I highly recommend having him speak to your group if you’re interested in both theory and practicality in one. ~ Hayley Landingham, Education and Meetings Manager, Association of Change Management Professionals
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