Leading with Gratitude Ch 10

Leader's Assumptions

• Leaders often assume negative intent when employees make mistakes.
• They may believe employees are careless, not applying themselves, or lack intelligence.
• Some leaders even assume malicious intent behind the mistakes.

Employee Perspectives

• Employees typically care about their work and aim to do a good job.
• Their performance can be affected by factors outside their control, such as lack of tools, training, or clear direction.

Assuming Positive Intent

• Indra Nooyi (retired CEO of PepsiCo) recommends assuming positive intent when addressing problems.
• This encourages a different approach to individuals and problems.
• Hubert Joly (Executive Chairman of Best Buy) emphasizes assuming employees are trying their best.

Countering Negative Intent

• While some employees may deliberately deceive or manipulate, it's beneficial to start with the assumption of positive intent.
• Even employees who make mistakes often have understandable reasons.
• Positive leadership can inspire change in employees with negative characteristics.

Learning from Mistakes

• Leaders should encourage employees to admit shortcomings.
• Mistakes can be opportunities for teaching and improvement, rather than punishment.
• Open communication about mistakes helps identify problems early.

Impact of Low Trust

• Cultures lacking trust create negative environments that hinder productivity and innovation.
• Employees fear repercussions and may not openly report problems.

Embracing Failure

• Chad Pennington (former NFL quarterback) emphasizes the importance of learning from failures.
• Successful individuals often acknowledge their failures as stepping stones.
• Garry Ridge (CEO of WD-40) encourages viewing mistakes as "learning moments".

Positive Thinking and Outcomes

• Gail Miller (chair of the Larry H. Miller Group of Companies) believes positive thinking promotes problem-solving and leads to positive outcomes.

Coaching Steps for Leaders

• Leaders should address problems personally (phone or in-person) to understand the situation.
• Gather all facts before making decisions and to avoid jumping to conclusions.
• Focus on future solutions (e.g., "What could we do differently in the future?").
• Maintain positive communication and avoid passive-aggressive language.

Case Study: Jasmine

• Jasmine, a newly promoted coordinator, was overwhelmed with tasks and missed deadlines.
• The executive team initially believed she lacked competence.
• A leader, coached on positive intent, discovered Jasmine was overextended and lacked guidance.
• Jasmine was mentored and improved her performance.

Shifting Perspective

• Many people are conditioned to assume negative intent.
• This can lead to a negative outlook on work and personal life.
• It's important to recognize the good in people and understand their struggles.

Learning from Experience

• Lynn Carnes, an executive coach, shifted her perspective after an encounter with a struggling mother in an airport.
• She realized her previous negativity was a self-protective mechanism.
• Assuming positive intent changed her career and life.

Final Takeaway

• Assuming positive intent can create a more pleasant work environment.
• It fosters growth and development in employees.