During college, a friend convinced me to take an improv comedy class. An introvert by nature, I was way out of my depth. On the first day, I was so nervous I thought I might faint. But I ended up loving it—and learning a lot. In addition to silly warm-ups to get rid of inhibitions (zip, zap, zop, anyone?), I discovered the magic of “Yes, and . . .”
In improv, “Yes, and” is more than just a phrase; it’s a mentality—to accept whatever idea or proposition is thrown at you, no matter how outlandish, rather than shutting it down. This mantra helped the flow of our improv performances, but it turned out to be a great life lesson as well. From that point on, I tried practicing it outside of the theater as well.
In the workplace, “Yes, and” means being an optimist—trying to see the value in someone’s idea, instead of knee-jerk shooting it down. As I’ve discovered, pessimism can be an insidious force that quietly takes root in teams and drags down performance, morale, and creativity. On an individual level, research shows that pessimists are five times as likely to burn out as optimists, less likely to be highly engaged at work, and less likely to have strong relationships with their colleagues.
Leaders play a crucial role in shifting mindsets from pessimism to optimism. But it takes more than motivational quotes or town halls. Here are three practical ways to foster optimism at the workplace.
1. Model solution-oriented thinking
Let me start by clarifying that pessimism isn’t inherently negative. Some experts say that pessimists bring unique leadership strengths to the table, like protecting resources and correcting course. Pessimists’ work tends to be more thorough, accurate, and carefully considered.
Problems arise, however, when a negative take doesn’t offer an alternative solution. For example, when you reject a proposed new product concept because you assume the market is already saturated.
By responding to challenges with curiosity instead of cynicism, leaders set a tone that their teams learn to follow. In the example above, rather than flat-out rejecting the idea, you could explore what might differentiate your version or uncover a niche the competition has overlooked.
Solution-oriented thinking doesn’t mean accepting every idea. It means pinpointing the root of your opposition and remaining open to possibilities that move the discussion forward.
2. Acknowledge challenges without harping on them
Like anything else, there is such a thing as too much optimism. At that point, it’s called toxic positivity—when people are forced to act upbeat even if that’s not what they’re feeling, or when they are asked to ignore reality.
At best, toxic positivity is unhelpful; at worst, it hurts morale. Employees can start to feel like they’re being gaslit. For example, imagine a team project that has been derailed for reasons beyond the members’ control, but a leader insists on meeting a clearly impossible deadline. This kind of blind optimism might motivate the team, but it’s more likely to cause mistakes, burnout, and erode trust.
Real optimism isn’t toxic positivity. Leaders should aim for a balance between honesty and forward-thinking plans: acknowledge challenges without being paralyzed by them. Set realistic goals, and adjust deadlines when needed, without letting momentum and drive fall slack.
Celebrate progress
After two decades as CEO, I’m a firm believer that complete failure is extremely rare. Even events that feel like total setbacks often contain small victories worth celebrating.
As leaders, it’s crucial to always search for wins, no matter how small, and acknowledge them. For example, let’s say your marketing team launches a bold campaign that doesn’t quite hit the desired moment of virality. It’s still worth celebrating the team’s innovation while reflecting on what could have been done differently. This will help to ensure that the team is willing to experiment with bold ideas in the future, seeing each effort as part of a larger vision of improvement.
Celebrating progress builds momentum even in the face of losses and reminds teams that their efforts are valued. You can “Yes, and” their creativity, even if the idea didn’t become the massive success you hoped for. In the long run, this will help cultivate a realistically optimistic outlook.