Is Your Boss a Horrible Person?

A friend was struggling at work and wanted some advice. So we went for a walk.

“My boss is a horrible person,” she started to tell me.

“Oh my god!” I replied. “Does she kick her dog and abuse her children?”

“No,” my friend responded, confused by my question.

“Ah,” I said. “So we don’t know if she’s a horrible person. All we know is she’s a horrible leader.”

We very often confuse someone’s skillset with their character. Indeed, my friend’s boss may be a horrible human being, or perhaps she’s operating from a place of fear or crippling insecurity. Maybe she’s in over her head. Perhaps she had bad role models as she moved through her career. All we can say for sure is that she lacks the skills she needs to be a good leader.

This is an important lesson.

When we confuse someone’s skillset with their character, we will treat them that way. We will act defensively or aggressively to protect ourselves or our interests, which may only inflame the stress, fear, or insecurities someone has. If it’s coping skills they lack, we may be the ones pushing all their buttons and making a bad situation worse.

In contrast, if we can have empathy for the fact that our boss may simply be lost, afraid or clueless, our attitude, words, and actions will change dramatically. How we show up will relieve tension and actually give us more agency in the relationship.

Of course, we hope that our boss will see how we act as inspiration. But we can’t count on that. All we can control is ourselves. In so doing, we build our own skills and actually become the leader we wish he had. After all, as I firmly believe, taking action to become the leader we wish we had is among the most powerful ways we can thrive in a difficult job.

The Best Way to Give Feedback without Damaging Morale

“Can I give you some feedback?”

If you’ve ever had to utter those words at work, you know that what follows can be a seriously stressful tightrope walk. Your colleague hangs on your every word while their heart rate spikes, and they brace themselves for impact. Meanwhile, you’re talking on eggshells, doing your best to be constructive without crushing morale. But the truth is, giving negative feedback doesn’t have to be so difficult. So, what’s the best way to do it?

Well, the short answer is that you should approach feedback with self-awareness and sensitivity, especially if you are in a leadership position. In fact, a study conducted by the University of Pennsylvania found that it is critically important for leaders to be sensitive when providing feedback to employees, with many participants feeling that the more harsh the feedback, the less of a feeling of psychological safety is fostered. This, of course, backfires: it creates a work environment with less communication, collaboration, and openness. 

If you don’t know where to start in your journey to better communication, entrepreneur and leadership expert Kristen Hadeed is here to help. Kristen is the instructor of “Delivering and Accepting Feedback Effectively,” a class you’ll find in the “Leadership” section of The Optimism Library. For her part, Kristen swears by the FBI method, a classic technique she frequently employs within her company to cultivate an environment where constructive feedback can thrive. Here she explains how to do it. 

Understanding the FBI Method

The “FBI” method stands for “Feelings, Behavior, and Impact.” One of the strengths of the FBI method is its versatility. “You can use it for both types of feedback. You can use it for growth feedback, which is what I call critical feedback, right? It’s the way to inspire someone to change their behavior. Or you can use it for recognition, which we also identified is a really important form of feedback,” says Hadeed.

According to Hadeed, this approach is tailored to articulate feedback in a manner that is both insightful and empathetic. “The F is the feeling. How does this person’s behavior make you feel?” Hadeed explains. This initiates the feedback by personally connecting with the emotional effect of the behavior.

As mentioned, the “B” in FBI stands for behavior. “What is the specific Behavior that led to the feeling?” 

Hadeed explains: “When we address the actual behavior, it allows the feedback receiver to understand exactly what action is being discussed. It sounds obvious, but sometimes in our nerves to deliver feedback we cut out details that can be crucial to the point of the conversation. When that happens, the actual sentiment of what needs to be worked on can get muddy.”

“Impact” refers to the consequences or effects that the behavior has had on the team, project, or individual goals. “What was the greater impact of that person’s behavior?” says Hadeed.

So, as an example, let’s use this feedback: 

 “You interrupted me in that meeting and completely blindsided the conversation.” 

In all honesty… Yikes! The language is abrasive and accusatory, and creates an immediate tension with the person you are giving that feedback to. Odds are, they will naturally feel the need to get defensive, and the conversation can turn unproductive very quickly. 

If we recontextualize this feedback through the lens of the FBI method it might sound like this:

“I was really disappointed when you interrupted my pitch in that meeting to bring up your own immediate opinion, because I was unable to explain an idea that I was really passionate about and the idea got shut down because of the way the conversation was derailed.”

The feedback is now based on your personal experience. Your feelings cannot be invalidated or contested, because they’re your feelings. You mention the exact behavior that caused a problem, and the impact of what that behavior was for both your ability to move your work forward as well as your personal morale. Approaching feedback in this way sets a more disarming, cooperative tone from the get-go and is much more likely to usher in a more positive result.

Kristen also emphasizes that it’s also important how feedback is introduced. “I believe you have like 5 to 10 seconds to land the plane in order to have a productive conversation,” she says. 

The Benefits of Effective Feedback

Being able to give constructive feedback is vital to a healthy work culture. Research shows that appropriate feedback can enhance employee engagement, with statistics from Gallup revealing that employees who receive regular feedback are 3.5 times more likely to be engaged at work. Furthermore, a study by Zenger and Folkman suggests that 92% of employees agree that when delivered appropriately, constructive feedback can effectively improve performance.

Effective feedback not only clarifies expectations but also motivates individuals, fosters professional growth, and strengthens relationships within teams by promoting transparency and trust.

Implementing the FBI method can significantly improve the quality of feedback within an organization. It encourages a respectful and empathetic communication style, ensuring that feedback leads to positive outcomes rather than conflict. As businesses and leaders continue to seek ways to foster growth and improvement, mastering such techniques becomes invaluable.

If you thought that Kristen’s lesson on the FBI was useful, try it out next time you’re in a tough spot and need to give some tricky feedback.

For more, check out The Optimism Library.

Should You Give Two Weeks Notice When you Quit Your Job?

In a perfect world, decency, kindness, and courtesy will always prevail. But let’s get real.

A lot of people are starting to argue that giving your two weeks is unnecessary. “They wouldn’t offer the same courtesy to me if they didn’t want to employ me anymore—they would simply fire me on the spot and I would be out within an hour.” 

It’s an understandable response. Often, by the time you’ve finally decided to leave your job, you have compounded a lot of negative emotions towards your employer. Those emotions need a release, and what better way than to stick it to your shitty boss than to simply go and leave them in the lurch? 

It’s tempting to leave with bad blood, but it’s not as self-serving as it might immediately feel at that moment. 

You really should give two weeks notice when you quit, but don’t think of it as courtesy to your company. Think of it as a favor to yourself. It’s an opportunity to set yourself up for success in the long run. Put in your two weeks and then use those two weeks to do some of the best work you have ever done. Make it so that when you leave, they realize that it was a tragedy that they ever let you go in the first place.  

And if there’s just too much bitterness? If it’s just too tempting and you give in to all of that resentment towards your soon-to-be-ex job and leave in a blaze of glory? Just remember this:

The world is small. People know other people, and those people talk. And the truth of it is, when they talk about you, anything positive that you did for that company will never be acknowledged. 

And that new job that you really wanted but didn’t get? Did you ever think that maybe, just maybe, it’s because of how you left the last one?

The One Question You Should Always Ask When Being Interviewed For a New Job

“Do you like working here?”

It’s very hard for people to lie about their own feelings. If they take a minute, and finally say something like “….yeah? Yeah. Yeah, I like it here,” they aren’t being truthful to you or, frankly, themselves.

If they answer without thinking, it’s more likely that they are being truthful. “Oh, I love it here.” Read the emotions on their face, listen to how they say it. If they use the word love instead of like, follow up and ask them why. If they are passionate in their reasons and light up as they go on, their account of what it’s like to work there is usually an honest one.

If you interview with multiple people at that organization and ask them that same question, you will quickly discover if it’s just that one worker who is happy or unhappy or if it’s the whole company that feels the same way.

Your interviewer’s answer to the question “do you like working here?” is probably one of the most honest things you will hear in the whole interview. 

The Easiest Ways to Lower Your Stress at Work

Too often, we forget that some stress in life is a good thing. When you feel the heightened arousal of stress, numerous scientific studies will tell you that it actually does wonderful things: It helps you focus, enhances your memory, gives your body an energy boost, and can even bolster your immune system. (If you’ve ever been stressed about giving a presentation, you can credit some of that stress for helping push you through what you need to do to prepare and get those first words out.)

However, in today’s fast-paced world, it’s simply a fact that far too many of us suffer from excessive or chronic stress. Left uncontrolled and unmanaged, stress reveals its ugly side: you’ll be less likely to control your emotions, it impacts your heart health, it leads to premature aging, and actually weakens your immune system, among other side effects. One of the most common causes of excessive stress? No surprise here: Work.

If you’re feeling overwhelmed by too many Slack messages, an overbearing boss, crazy deadlines, or a combination of them all, Samantha Clarke, author and happiness expert, has some really good advice for you. In her class “Reduce Stress and Anxiety,” which you can find in our Optimism Library, Samantha offers three simple yet effective strategies to de-escalate stress, especially in the workplace. To explore her entire class, feel free to go here, but we’ve taken the liberty of providing just a few of her tips below.

Declutter Your Workspace

Let’s start with your immediate environment—your desk or workspace. Believe it or not, the state of your workspace can significantly impact your stress levels. As Samantha explains, “stress can be triggered even more when we find ourselves working in chaotic environments. Where there’s a lot of clutter and disorganization, our mindset often reflects it.”

A cluttered desk is not just an eyesore; it’s a visual representation of chaos that can hinder your ability to focus and process information efficiently, and science agrees. A study recently showcased in a Harvard Business Review article found that physical clutter in your surroundings competes for your attention, resulting in decreased performance and increased stress.

So, what’s the solution? Take a few minutes each day to tidy up your workspace. File away those papers, organize your supplies, and create a clean, serene environment that encourages focus and calm. The act of decluttering itself can be therapeutic, offering a sense of control and accomplishment amidst the chaos of work.

Practicing Meditation or Tai Chi

If you’re looking for a more introspective approach to stress management, meditation and tai chi are your go-to practices. Both are ancient traditions known for their calming and restorative benefits. 

“The practice of meditation or the slow, meditative movement of tai chi are really good starting places for us to think about how we practice being present with ourselves,” explains Samantha. “I’m not saying that you need to move into like a pretzel and do it for hours on end. But just a starting point of even just 5 minutes is great. Take that time to ask yourself ‘how do I come back home to myself and my mind? How do I lean back and take a moment to keep my mind in a place of stillness?’ Just take a moment to close your eyes and just be still when the stress reaction is there or the feeling of deep uncertainty comes up.” 

Ultimately, meditative actions help you develop mindfulness, allowing you to observe your thoughts and feelings without judgment. This practice can decrease the body’s response to stress, reducing symptoms of anxiety and depression and make it easier to regulate yourself next time that stress starts to rear its unpleasant head.

Yes, Think Happy Thoughts

We know, it sounds like a terrible cliché, but sometimes the simplest methods are the most powerful. When stress levels start to rise, take a moment to close your eyes and think of a positive memory or the silver linings of your current challenge.

“In moments of stress and difficulty, take a moment and think, ‘what about this challenge could pose something positive?’ Or you can recall some happy memory at the moment of stress to reset your mind. Think about a happy memory or positive thought about the challenge that you’re in and hold that thought for at least 30 seconds. It starts to create more neural pathway recognition to override the negativity.”

This technique is not just about distraction; it’s about reminding ourselves of the joy and positivity that exist in our lives, even when they seem overshadowed by stress. It’s a tool that can be used anywhere, anytime, requiring nothing but a moment of your time and the power of your memory. 

A word to the wise, though. As Samantha explains, “when it comes to this particular method, practice actually does make perfect. We need to do this consistently and again through meditation over time when we get stressed. Through repeatedly taking that time to pause, we can start to rewire what’s really happening for us.”

Stress, especially in the workplace, can feel like an inevitable part of life. Whether it’s through decluttering your workspace, incorporating meditation or tai chi into your routine, or simply recalling a joyous moment from your past, each method offers a pathway to greater calm and reduced anxiety.

For more classes like “Reduce Stress and Anxiety”, check out The Optimism Library. Breathe out, dive in, and discover more ways to bring balance into your life.



Simon’s Mental Trick to Beat Self-Sabotage

Imagine a professional golfer standing over an eight-foot putt to win a big tournament. “Don’t choke,” she tells herself under her breath. “And do not pull the ball left of the hole.” 

Now, you probably don’t need to be a mental coach with an advanced degree in sports psychology to predict what happens next: Her putt sails wide left of the hole. 

The golfer has committed one of the most common psychological mistakes known to affect their performance: Negative framing. This phenomenon isn’t limited to professional athletes, of course; it affects all of us, whether we’re focusing on the negatives at work or in life. 

By fixating on what could go wrong, we inadvertently increase the likelihood of those negative outcomes becoming a reality. Negative framing can hinder our confidence, impair our decision-making, and ultimately sabotage our success. 

As Simon explains, “negative framing, such as ‘don’t forget your lines’ before a presentation, or even ‘don’t eat on the couch’ if you’re trying to kick that habit, tends to focus our attention on the very thing we wish to avoid. It’s this sort of thinking that holds us back, dashes our productivity, and makes it much harder to achieve our intended goal.”

So how do we reframe our mindset to be more goal-oriented and productive? The answer is surprisingly simple: focus on the positive and adjust your mindset with positive framing. 

How to Apply Positive Framing to Your Daily Life

In contrast to negative framing, positive framing directs our focus towards the desired outcome, increasing the likelihood of achieving it. So, let’s revisit Simon’s examples. Instead of saying, “Don’t forget your lines,” tell yourself to remember them. Instead of scolding yourself, “don’t eat on the couch,” say, “eat at the table.”

You can try this in almost any situation and it applies to groups, as well. For instance, if you’re a teacher who says, “Do not talk over Jane,” the class is unlikely to quiet down. However, if you say, “I want to hear what Jane is saying,” the students are more likely to lower their voices. 

Similarly, pilots are trained to focus on where they want to go rather than the obstacles they wish to avoid. Skiers navigating through trees concentrate on the path, not the trees themselves. This shift in focus from obstacles to pathways is a powerful metaphor. As Simon says, “If you focus on the obstacles, all you will see is obstacles. If you focus on the path through the trees, all you will see is the path through the trees.”

By consciously choosing how we frame our thoughts and instructions, we can significantly impact our ability to navigate challenges and pursue our goals. Whether we’re engaging in conversations with friends, guiding our children, or setting personal goals, shifting our focus from the “don’ts” to the “do’s” can make a significant difference. It’s about keeping our gaze on where we want to go, rather than fixating on the things we’re trying to avoid. 

So, as you take your next steps, remember that spotting the path through the trees could be your ticket to hitting your stride and unlocking your true potential.

For more advice from us, consider exploring The Optimism Library, which contains the best recordings of our online classes covering personal and professional growth.

Why You Should Celebrate the Things You Hate

I started my entry-level job, had my own salary, and wanted to get my own apartment. I didn’t have the money to get the apartment I wanted, so I lived in the apartment I could afford. That being said, it was a pretty wonderful little 3rd-floor walk-up studio apartment on the Upper East Side of Manhattan. In the bathroom, there was this quite large heating pipe that ran from floor to ceiling between the sink and the toilet, about three or four inches from the wall. It was an eyesore. It was painted white like the walls… as if it would blend in. It didn’t. And in the winter, it got so hot that if anyone accidentally touched it, they would burn themselves. I hated that pipe.

I couldn’t remove it. I couldn’t hide it… so I decided to celebrate it. I painted it red. Then something strange happened—I ended up loving that pipe. Friends would come over, and if they used the bathroom, they would almost always come out and say, “I love that pipe!” 

So often, we have things about ourselves that we hate, that we try to hide. It never works. Most everyone can see the thing we are trying to hide—our social awkwardness, our receding hairlines, our chipped tooth—so why not celebrate it? Own it. Make it stand out.

I now regularly talk about my social awkwardness or the unique qualities that come as a result of my ADHD as assets that I’m proud of. I love that I go to a party and stand by myself with a drink in the middle of the room. I’m the observer. I think my receding hairline makes me look distinguished. And my chipped tooth makes my smile uniquely mine – not to be mistaken for all those people with perfect teeth.

The next time something goes wrong, the next time you wish something didn’t exist—don’t try to hide it, paint it red.

The One Skill That Will Make Your Boss Wish They Had Ten of You

If you’re the type of worker who considers your “job description” gospel—and you think that by following it to a “T” is your surest route to career advancement—Tessa White, a career HR leader for multiple Fortune 500 companies and author of the book The Job Gospel, has some tough love for you.

“Your job description is not the key to your success,” she reveals in her online class, Navigate People, Promotions, and Power Dynamics for Career Success, which you can access in our Optimism Library. “The real truth is, your job description was written by HR in a dark room before they posted the job ad the next day to try and get somebody in to fill the role. When people come to me and say, ‘I need to understand my job description better,’ I go, ‘Oh no, they’re not going to make it.'”

According to White, your job description was never meant to be the end-all, be-all. Rather, it was intended to be a simple set of guardrails that define a more general area of where you should be operating as an employee.

It all begs the question: So how should you rethink your role if your role isn’t written in blood on a piece of paper? Well, according to her, the best employees—those who are seen, heard, and promoted—take matters into their own hands and get creative.

“Your ability to get promoted is based on your ability to solve problems in the gap,” she says.

How to Flourish in “the Gap”

To illustrate her concept of the gap, White tells a story of her time working at a company that was having difficulty staffing a sales team. “These were 100% commission, knock-on-doors kind of roles,” she explains. “The company needed us to have lower turnover and bring in more salespeople.”

She did something unexpected to fix the problem. “I brought in a guy named Josh, and his previous job was rehabilitating movie stars by building and improving their social media presence. Now, you may think that is a very strange hire to make Josh my head of recruiting for sales, but in this environment, I knew I needed somebody who thought very differently.”

The salespeople initially rejected the idea, and Josh quickly realized that they didn’t want his help. “But Josh understood how to play in the gap,” says White. “Playing in the gap means helping a company transition from its current state, which is broken, to where they aspire to be but don’t know how to get there.”

Josh realized that his real job was not the one described on paper. “He discovered that his job was to help sales get recruits, and he was going to do it by organizing events and filling a room,” says White. “In effect, he became a fancy events coordinator, not just a recruiter. So he created events with speakers, prizes, balloons, and music. He invited the entire sales team, and his team filled the room with potential candidates who might want to be hired.”

Instead of trying to recruit salespeople one at a time in the traditional way, Josh helped the sales team hire 25 people at once by creating an environment and then completely getting out of the way to let them do their own hiring. “Now that is playing in the gap,” says White.

According to her, it’s this type of savvy that will ultimately make you stand out and be rewarded at work. “Not by working faster, harder, or simply getting more tasks done,” she says. “Playing in the gap is about recognizing those opportunities with fresh eyes and remembering them. Then, within your own sphere of influence, figuring out how to address them. Those are the things that the company will reward you for.”

Click here to Explore The Optimism Library. 

Two Ways to Spot Gaps in Your Organization

  1. Listen to Your Leaders Closely

“You can listen to company quarterly earnings reports to gather clues,” says White. “If your company holds meetings where the entire company can attend and the CEO discusses challenges, pay close attention. You can also approach your manager and ask for insights.”

         2. Seek Input from Other Departments

“You can interview colleagues from other departments and ask them about their expectations for your department. Inquire about what is happening and what is not happening. Find out what would be considered a win for them. This will provide you with valuable information.”

The Best Way to Retain Your Top Talent, According to Simon

Fact: People switch jobs often these days. The era of working decades for one firm until you ride into the sunset of comfortable retirement? Long gone. Still, we can all agree it’s a paramount goal of leaders (the good ones, at least) to retain top talent in the workplace, to ensure the highest performers stick around for as long as possible.

You’d think most employees leave their jobs for one reason: money. And while that’s of course a factor—a 2022 study conducted by the Pew Research Center found low pay as one of the top reasons workers offered for quitting—it’s far from the only reason people leave existing positions. Employee retention is a complex issue situated directly on the fulcrum of human emotions and business necessities.

In other words, it’s fraught stuff! That’s why we asked Simon, our founder and chief optimist here at
The Optimism Company, to share his insights into why people
really quit jobs, and what you can do to keep them from giving notice.

Read on to see what he has to say, and how you can apply it to your own organization. And for more great advice, check out The Optimism Library, which is home to over 50 classes on leadership, communication, and more.

Don’t get hung up on the money

In imparting advice on how to retain talent, Simon cited conversations he’s had with members of the armed forces over the years.

Simon recalled one specific instance where Navy SEALs were peeling off for the supposedly greener pastures of the private sector. Military leadership was convinced it was purely for financial reasons, so to stem the bleeding, they would toss huge sums (we’re talking up to six-figure bonuses) at promising young talent.

“The reaction from the SEALs was one of two things,” Simon relayed. “Either, ‘You idiots, I never did it for the money in the first place. I’m outta here,’ because it was insulting. Or, ‘You idiots, I never did it for the money in the first place, but if you’re stupid enough to give me that money, I’ll take it and stay for a little longer. But I’ll still hate it.’” 

So, sure, pay your employees more. Award raises and dole out bonuses to your top performers. It can’t hurt. But know that money isn’t the thing that will prevent your best talent from jumping ship.

Give them purpose

Keeping with the military example, the general consensus among top brass is that rising talent inevitably leaves for money. Simon sees it another way.

“I hear it all the time from senior folks, which is, ‘We can’t compete with that.’ And I always push back and say, ‘They knew that coming in. If money was the thing, they wouldn’t have joined,’” Simon pointed out.

Get this: The same Pew study that found money was a top reason people quit also identified a slew of other reasons, and two of them were neck-and-neck with low pay: “No opportunities for advancement” and “Felt disrespected at work.”

You might think complaints about a lack of advancement are rooted in finance; a loftier title generally equates to a cushier salary, after all. But more often than not, such gripes are about the opportunity to gain more responsibility, to have a greater hand in dictating everyday work. A job can always be better. People want to hope that they can make it better. And if you can grant them the agency to do so, you should.

As for the disrespected thing, well, hey, that’s self-explanatory: Few things are more maddening than constantly feeling like your advice and expertise isn’t heeded. Of course workers would jump ship in that case.

 “Throwing money at the problem didn’t work, because they didn’t truly understand what was missing. When very talented young officers leave, it’s out of absolute frustration,” Simon explained. “It’s not an anomaly, nor is it an overnight decision, nor is it sudden. It’s a slow, steady build of absolute frustration, usually of bureaucracy, or of not feeling connected to a larger mission. And usually that’s a problem with leadership.”

Give your employees purpose, treat them fairly, hear them out, put in the work to mitigate their grievances — that’s what will ensure they stick around for the long haul.

Curiosity is essential
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A spark is something quite small and, by itself, not very powerful. But a spark has the ability to ignite. An idea is like a spark; alone it is just a set of words, but it too can ignite. A great idea can inspire others to dream bigger. Let us all work together to ignite something greater than ourselves.

Let us all be a Spark of Optimism.