“We have met the enemy, and he is us.” Organizations thrive on a goal orientation, an execution culture, accountability, self-leadership, and an attitude of achievement. This last characteristic of success may be the most influential among them, and the energy that gives the organization a positive bearing. With it, all things are possible. Without it, little is accomplished.

Organizations are good at making progress when an attitude of achievement is their cultural bias. It is then that individuals make their greatest contributions, when organizations are most cohesive and capable of achieving stated goals—the definition of success.
Most organizations, however, are absent this most winsome of characteristics. In fact, 70 percent of them, according to annual studies that reveal the dysfunction in organizations. “Negative attitude” is chief among the causes of this dysfunction.

Not all things go as planned. When they do, we feel energized and positive about our work and our future. When things don’t meet our expectations, we often feel defeated and without hope. When the balance turns south we can develop an over-abundance of "negative energy" or attitudes. They are often linked to organizational trauma - downsizing, budget cuts, or overwork. When in this state there is more complaining, can’t do’s, and giving up than when things are going well. And, the risk of becoming stuck increases, as “negativism” can wear on even the most positive.

What to do
Since most organizations are “slow-to-burn” and “slow-to-turn” it helps to recognize the problem before setting out to fix something you just suspect is at play. Simply, we don’t solve problems we don’t have.

Start here and follow the tips below, summarized from Beck & Hillmar’s "What Managers Can Do to Turn around Negative Attitudes."

Acknowledge the problem
What is apparent to all, but remains unspoken only serves to confuse hopeful initiatives. When management chooses not to speak of adversity in the market or the prevailing “negativism” in the culture, it is viewed as out-of-touch with reality, and obviated in its efforts to effect change. As the staff loses confidence in management it becomes even more difficult to make good things happen. You can’t ignore negativity and expect it to go away. Absent this critical awareness staff will feel that you are out of touch, and will lose confidence in your abilities.
Instead, acknowledge the frustration in negative feelings, asking for suggestions as to what to do about them. When we believe that all are trying to improve, and that it is for the good of all, we are more inclined to pitch in.

Model positive behavior
We all want to see our leaders as special; but it requires that they “be” special. What we expect of others is best gained by good modeling of it. Be positive about the business, its future, and people, showing confidence in their abilities. Expect a lot, support staff, hold them accountable, confront issues, and be clear and honest. Set standards for your own work and relations with employees, and display the diligence in meeting them that sets an example of positive behavior.

Celebrate what’s right
Sometimes we forget to find positives. Even impractical ideas have merit in their formation. Congratulate the effort, discuss the idea on its merits, and join people in “solutions-finding.” Look for “wins” and celebrate each. It’s the “intangibles” that fund success.

Reward good performance immediately, and often. Be sincere, and learn to decouple it from improvement tips. Ask, excitedly, how we might accomplish more of the same. The improvements will come easily when people are feeling good about themselves.

Find energy for positive influence
It requires energy to be an “agent of change.” Avoid getting caught up in the complaining of informal discussions. None of us would conclude that we were a “negative” influence on others, but most are guilty of just that. It is easy to get caught in the general complaining and carping, particularly in informal discussions. When faced with negative conversations consider changing the subject, comment constructively encouraging solutions, asking others how (together) you might make things better. You know it’s what management would do. You’ve got to decide whether you will wallow in the dirt or be a positive influence on the organization and do the real work of opportunity making.

Work at It
• Have regular meetings to present a positive future.
• Make examples of good effort and results, systematically.
• Encourage creative suggestions that make the work environment more enjoyable.
• Involve everyone in decision-making, even those who shun the opportunity; and delegate where possible.
• Introduce a “simplify” program that means to make “work” easier.
• Remove obstacles to individual freedoms, especially inflexible managers.

Conclusion
Periods of negativity are common to most organizations. Everyone plays a part in building the collective attitude—negative and positive. It requires leadership to shorten the cycle of negativity, to give meaning and purpose to the organization’s initiatives and practice, to power people through the destructive turns. It’s about the intangibles, the little things; it’s about you.

Frank J. Rich is founder and CEO of Encore Prist International, an organizational development company that helps individuals and organizations reach their full potential through the practice of effective business fundamentals. You may reach him at fjr@encoreprist.com or by phone at 866-858-4EPI.