Contributor

by Joshua Berry, founder of Econic

You’re not coming at this from the right angle. Just think more positively. Keep that thought to yourself.

We’ve all heard statements like these at some point in our lives, and they seem even more prevalent in the world of business. While business leaders want to promote positivity, is there a point where it can turn toxic? Or, what about a business environment that lacks positivity altogether and focuses only on the negative in any situation?

Toxic Positivity and Negativity: What Are The Differences?

Toxic positivity is expecting an optimistic and overly positive outlook no matter what the situation is. Have you ever felt guilty for feeling an emotion such as sadness, frustration, or anxiety? Perhaps you decided these feelings aren’t acceptable, and in an attempt to “get rid of them,” you pushed them down and tried masking them by telling yourself that “there’s no need to feel this way… just be positive.” This is a classic example of toxic positivity which can manifest internally or be expressed externally by others. This appropriately-named way of thinking is poisonous to humans, in large part because it invalidates and dismisses a person’s genuine feelings.

Negativity can be just as toxic, but it works differently with its effect on people. Instead of relying on positivity as a bandaid for sticky emotions as toxic positivity does, negativity expects and encourages unpleasant emotions – no matter the situation. This attitude dwells on negative emotions offering little to no room for creating solutions. There’s no silver lining, glass half full, or upside to any situation or experience.

Both toxic positivity and negativity create barriers and often damaging consequences when it comes to their presence within a business ecosystem that’s made up of individuals, teams, and organizations. When we are perpetually negative or expressing toxic positivity, we close the door on empathy, awareness, and authenticity – 3 crucial functions of business leadership.

Empathy.

Toxic positivity and negativity slam the door shut when it comes to any genuine connection with others. Empathy is the energy that propels the prosperity of any business ecosystem. Without it, the ecosystem would soon crumble as individuals can never feel safe in a place that doesn’t connect with them by either invalidating their feelings or not holding the emotional space to understand them.

A healthy team requires raw, organic materials – we can think of these natural elements as the thoughts and feelings of others. In order to keep the business ecosystem thriving, you must not fear sticking your hands into the dirt that surrounds each part of it. This means accepting all emotions that arise and addressing any negativity in the workplace.

Awareness.

We have tunnel vision when we’re engrossed in negativity or toxic positivity. Instead of seeing things as they are, we experience our business ecosystem with close-mindedness and a lack of awareness. Without this awareness, we cease to exist in reality and limit ourselves to the confines of a small and fixed inner world that we incorrectly deem as truth. We then project this distorted view of reality to those around us by dismissing others’ feelings, thoughts, and perspectives. If their actions don’t align with our idea of how things should be done, we shut them down.

The lack of awareness that coincides with toxic positivity and negativity makes it nearly impossible for the business ecosystem to survive – let alone, flourish. How can we protect and enhance an ecosystem when we can’t see all the moving parts?

Authenticity.

Authenticity requires us to acknowledge and accept all of our emotions, negative and positive. When we’re working from negativity or toxic positivity, we aren’t being our truest selves as we aren’t genuine with our perspectives, feelings, thoughts, and experiences. This lack of acceptance can lead to individuals losing touch with their inner selves causing a disconnect with reality, a lack of clarity, ingenuine relationships, loss of individuality, and feelings of unfulfillment.

Inauthenticity as a byproduct of negativity or toxic positivity makes it nearly impossible for a healthy work environment, as individuals aren’t meant to suppress their true selves by putting on this facade comprised of ingenuine feelings.

Final Thoughts

Toxic positivity and negativity are threats to any business ecosystem. They leave no room for empathy, awareness, or authenticity which are paramount to leading a team to success. Once you better understand how toxic positivity and negativity can impact your business, there’s no doubt that you’re closer to a more prosperous and healthier environment for you, your team, and your organization.

Joshua Berry is the founder of Econic, a consulting firm and Certified B-Corp focused on innovation, leadership, and the future of work. A world-class facilitator and speaker, Joshua has sparked change at organizations like John Deere, US Bank, P&G, Blue Cross Blue Shield, Ameritas, and Teach for America. Joshua’s new book, “Dare to Be Naive: Unleash Ripples of Impact in Life and Business”, debuts in Spring/Summer 2023.

by James Harold Webb, author of “Redneck Resilience: A Country Boy’s Journey To Prosperity“

Entrepreneurship has boomed during the pandemic and continued its big surge in 2022. But obstacles have emerged, such as high interest rates, inflation, fears of recession, labor shortages, and cooling venture capital – all significant challenges new small business owners will face in 2023.

One key to entrepreneurial success is knowing how to weather economic uncertainty and upheaval, and having a strategic roadmap to navigate those potholes has never been more important.

The pandemic allowed many people to pursue their dream of starting a business, due largely to millions being laid off early on, and to rock-bottom interest rates that made money cheap and widely available. But the economic environment that helped spark that entrepreneurial spirit has been adversely affected by high interest rates, high inflation, declining savings, and other factors. Startups are vulnerable, and entrepreneurs who are relatively new to the game will have to learn fast, plan carefully, adjust accordingly, and surround themselves with good, dependable people.

Here are some tips to help new entrepreneurs survive challenging economic conditions:

Do a financial forecast.

A lack of capital is a main reason start-up businesses fail. Before making the leap, he suggests doing a realistic and conservative financial pro forma – a financial statement that uses projections or presumptions to try to predict revenues and expenses. This can help you understand your true financial needs.

In simplest terms, if your pro forma shows you breaking even in nine months, I would not start the business unless I knew I had access to capital to cover those projected nine months and many more.

Hope for the upside, but plan for the downside.

Even under normal conditions, about half of new businesses fail in the first five years. Webb says considering the concept of failing and what path you would choose next is of critical importance.

Take your leap and put a ton of your energy into the success of the business, but always have a contingency plan for when things go wrong. That plan should include the ability to raise more capital and the ability to change courses or product lines.

Build relationships.

Start-up owners have plenty on their plate. Responsibilities can be overwhelming and lead to inefficiency if they try to do too much themselves. That’s why it’s vital to build relationships:

With vendors. Developing true relationships with your vendors is of utmost importance. They can be there for you in the tough times and actually provide guidance and direction based on their own experiences with other customers.

With employees. Success or failure will hinge in part on who the new business owner hires in the early stages of the company. And knowing when to fire is just as important as who to hire. Holding onto an underperforming employee too long can drag down the business. Set appropriate expectations and provide the necessary training and support to ensure mutual success. If you’ve provided the necessary support and they still can’t get the job done, make the change.

With competitors. While this concept may sound counterintuitive, meeting with competitors occasionally is a way to help each other with general business challenges without giving away any secrets. Competitors provide a unique relationship concept. Just imagine that once-every-few-months beer with your competitor, or a phone call to check in once in a while to swap stories and discuss mutual issues. The old saying, ‘Keep your friends close but your enemies closer’ could not be more true here, but I believe it can be a genuine and productive relationship.

This current economic cycle is a difficult one and even more difficult to predict. There is no way to predict the future, but using these concepts will help you navigate the ebbs and flows of business and further increase your chance for success.

James Harold Webb is author of “Redneck Resilience: A Country Boy’s Journey To Prosperity“. His career in radiology saw him rise from a technologist to becoming a leader in the industry as the entrepreneur of several companies. After over 40 years in the medical field, Webb focused on the fitness sector, owning and overseeing the management of 33 Orangetheory Fitness® franchises throughout North Texas.

by Michael E. Frisina, PhD, co-author of “Leading With Your Upper Brain: How to Create the Behaviors That Unlock Performance Excellence“

It’s a tough time to navigate the labor market. Organizations are still desperately seeking candidates. The Great Resignation rolls on, as the “quiet quitting” trend underscores people’s shifting attitudes about work. Meanwhile the looming threat of recession has some employers wondering if it’s time to slow hiring efforts. But — here’s the real question — are we so focused on recruiting that we’re ignoring the environment we’re asking people to join?

However the future plays out, building (and keeping) the best possible team is urgent if you’re to remain competitive — and that means ferreting out any bad apples whose toxic behaviors could be spoiling your culture.

Certain behaviors call for a zero-tolerance policy. Allowing them to go unchecked will either drive your best people away or it will disengage them and squash their ability to deploy their full range of talent.

The “bad apples” who exhibit these toxic behaviors can be leaders or coworkers. Either way, when they’re allowed to run rampant, they create a culture that perpetually activates people’s “lower brain” — the part that governs fear and survival behaviors. When teams get trapped in lower-brain thinking, performance suffers greatly.

We want people tapped into their upper brain, which controls critical reasoning, judgment, and creativity. It makes no sense to go all out to hire the best talent, only to plunge them into a cauldron of stress and dysfunction that disengages them, cripples them, and sets them on a course for burnout.

Here are the top five toxic behaviors that squelch people’s ability to do their best work:

1. Narcissism.

Narcissists lack empathy, have a strong desire to break rules and defy the status quo, and are likely to engage in manipulation to advance themselves at the expense of others. “Life is all about me and don’t you ever forget it” is the narcissist’s motto.

2. Micromanagement.

Toxic people are highly independent to the point of exclusion. They lack the desire to work within the legitimate boundaries of a team, and constantly meddle in the work responsibilities of other people. They have a hard time letting go and trusting their team members to perform their work. The employee experience under such suffocating micromanagement can be downright demoralizing.

3. Setting unrealistic expectations.

Effective leaders establish high standards and stretch goals. They are always coaching and encouraging their team members on the journey to continuous performance improvement. Toxic bosses set up their team members to fail with unachievable goals and then shame and blame them. Working in this kind of toxic culture creates a wave of negative emotions, leaving employees feeling disengaged and hopeless.

4. Rudeness.

In meetings, toxic bosses and coworkers may interrupt their team members who present a perspective or idea that does not align with their own. Toxic bosses and coworkers may deliberately shut others down when they feel threatened by differing points of view. Toxic people will spread gossip; they disrupt communication among team members and show contempt for others through a lack of basic courtesies.

5. Behavior incompetence.

Toxic people display fundamental incompetence in basic interpersonal relationship skills. This behavior incompetence often stems from arrogance and overconfidence in their level of technical skill, talent, and intellect.

Of course, a truly “bad apple” must be thrown out. But in many cases, toxic behaviors can be unlearned — and the damage done by them can be reversed.

Leaders must be able to identify toxic members of the organization and deal with them. We must also be introspective enough to recognize whether we, as leaders, are creating or have created a toxic environment that hinders team unity and harmony.

What’s really great is that we can rebuild damaged relationships by literally rewiring the brain to replace bad memories with caring experiences. Trust can be built where it does not exist, increased where it is scarce, and regained where it was lost. So, too, can toxic organizations be rewired to become high-performing, nurturing ones.

Michael E. Frisina, PhD, has authored more than 50 papers and published articles on leadership and organizational effective­ness. He is a contributing author to the Borden Institute’s highly acclaimed textbook series on military medicine. He is a visiting scholar at the Hastings Center in New York, a visiting fellow in medical humanities at the Medical College of Pennsylvania, and a John C. Maxwell Top 100 Transformational Leader.

by Izzy Galicia, President and CEO of Incito Consulting Group

As businesses across the United States continue to navigate the post-pandemic world, many are exploring new ways of working to improve productivity, employee well-being, and satisfaction. One idea that has gained traction in recent years is the four-day workweek. While some companies have already implemented it with positive results, others are still on the fence about making the switch.

What are the benefits?

First and foremost, a four-day workweek can significantly improve employee well-being and work-life balance. With an extra day off, employees have more time to pursue personal interests, spend time with family and friends, or simply rest and recharge. This can lead to reduced stress, increased job satisfaction, and lower rates of burnout and turnover.

Additionally, a shorter workweek can boost productivity and creativity. With fewer hours in the office, employees may feel more focused and motivated to complete their tasks efficiently, which can lead to higher quality work and more innovative ideas.

From a business perspective, a four-day workweek can also help attract and retain top talent. In a competitive job market, offering a more flexible schedule can be a powerful recruitment tool. Furthermore, happier and more engaged employees are more likely to go above and beyond for their company, leading to increased profitability and growth.

What’s the downside?

Of course, there are potential drawbacks to implementing a four-day workweek, though these drawbacks are mostly associated with managers and leaders than employees. For example, employers may be concerned about salaries if workers are working fewer days. But if employees are completing their tasks and reaching their benchmarks, this concern should be a non-issue.

Another potential drawback to the four-day workweek could come from employers who don’t understand how to prioritize and then delegate tasks, which places unnecessary strains on their employees. Once employers understand the overarching objective (improve the bottom line), then every decision needs to be made to further that objective.

This, however, means increasing employee retention. Once the objective is clear, setting benchmarks is easy and can then be provided to employees to make sure they understand what needs to get done.

How will it impact production?

The impact of a four-day workweek on production will depend on a variety of factors, such as the industry, the nature of the work, and the company culture. Nevertheless, studies have shown that a shorter workweek can actually lead to increased productivity.

For example, in a study conducted by Microsoft Japan, a four-day workweek led to a 40% increase in productivity. Employees reported feeling more focused and motivated during their shorter workweek, leading to higher quality work and fewer distractions. Similarly, another study from the Society for Human Resource Management found that companies that offered a compressed workweek saw an average productivity increase of 20%.

Of course, it’s important to note that these results may not be universal. Every company will need to evaluate whether a four-day workweek is feasible and effective for their specific situation.

Will salaries be impacted?

The impact of the four-day workweek on salaries will depend on the company and industry. Some companies may choose to maintain salaries while reducing work hours, while others may choose to adjust salaries accordingly. Additionally, some industries may see a shift towards performance-based pay, where employees are compensated based on their output rather than the number of hours worked.

Ultimately, the impact on salaries will depend on the company’s goals and priorities. If the company sees the four-day workweek as a way to increase employee satisfaction and retention, it may choose to maintain salaries while reducing work hours. However, if the company sees the four-day workweek as a way to increase productivity and output, it may choose to adjust salaries accordingly.

What is interesting is that the four-day workweek isn’t viewed as the “next big thing” in manufacturing. Many manufacturing companies were already implementing four-day workweeks before the pandemic as part of a strategy to deploy an overall lean business enterprise. In fact, analysis has shown that hiring efforts have improved exponentially when designing a flexible work environment that meets the needs of today’s innovative, creative, and inspired workforce.  As such, remote work, hybrid work, the right to disconnect, unlimited paid time off, and now, modified 4-day workweeks are here to stay.

Izzy Galicia, President and CEO of Incito Consulting Group, has 25 years of expertise in driving Lean and Six Sigma enterprise transformation for a wide range of Fortune 100 and 500 businesses and industries across the globe.

by Chris Fontanella, founder of Encore Professionals Group, and author of “Jump Start Your Career: Ten Tips to Get You Going” and “Tune-Up Your Career: Tips & Cautions for Peak Performance in the Workplace“

The people who have the best vocations are the ones who take complete ownership by grabbing the steering wheel of their career vehicle with both hands and deciding where they are taking their life of employment. And the best way you can take total control is by becoming an entrepreneur. It’s a fine-sounding notion, I know, but as you probably have guessed, a road not easily traveled.

Having started two companies, I have firsthand experience.

Count the Cost (and It’s Not About Money).

Entrepreneurship is career ownership at the highest level. Since it’s your company, you cannot “own it” any more than that. It’s a potentially exhilarating, life-altering, self-gratifying experience. That said, the story of every businessperson who decides to strike out on their own involves challenges, struggles, obstacles, and difficulties that must be worked through, overcome, solved, and sometimes ignored.

Any time you commit yourself to a grand undertaking, sacrifices are part of the deal. There’s no way around it. You either ante up or sit it out while others play their hand. Which is why you must count the cost before undertaking such an audacious venture.

The demands of starting a business are many and varied, but the one cost that is inescapable is time! Being your own boss requires discipline with one of life’s gifts. The days of squandering precious moments, minutes and hours are over, at least until the business is humming along. But even then, it demands constant vigilance.

Dedication to building a business leaves little time for whatever everyone else gets to do. The more time you relinquish, the less time you have for family, friends, and fun and games.

The Common Denominators

Here is what almost every entrepreneur has in common:

• They are willing to start from scratch
• They understand that the bottom is as good a place as any to start
• They appreciate that beginning stages are humble and humbling
• They realize failure will pockmark their efforts
• They accept that a second job is sometimes needed to help keep the dream alive
• They have learned that the road to success is not a direct route
• they value determination over degrees
• And, a better life motivates them to break out of their existing environment (they want more than they already have)

An entrepreneur is a regular person who has decided to “go for it.” They have weighed the pros and cons, pluses and minuses, the good and bad, and still believe it’s worth going for. Determined entrepreneurs have no magic formulas to ensure success. What they have is guts to try, guts to pull out all the stops and go all out, guts to put their heart and soul into something. And they are willing to start somewhere and then work there asses off to get wherever there is.

Build a Better Mousetrap…

Hoping the world will beat a path to your door.

Entrepreneurship is not for everyone. But maybe it’s right for you. Are you busting at the seams to set out on your own, to undertake your own business venture? Do you feel you can offer a service better than someone else or better than another company? Do you often ask yourself, why am I doing all this to make them money when I can be making the money for myself? Or maybe you have an idea for a better mousetrap. If you feel your current job is keeping you from what you were intended to do, you may be a future entrepreneur.

Go Boldly, Stay Strong

The entrepreneurial path requires fortitude.

1. Starting small is never wrong, but thinking small always is.

Do not despise the days of small beginnings. Grand enterprises take time to develop. It is not uncommon for start-ups to appear insignificant at first. Countless business successes have sprung from humble beginnings.

Accept failure as part of the process. Before Joe Torre, one of MLB’s respected managers, achieved a win percentage of .605 with the New York Yankees, he eked out an overall .498 win percentage with three different teams. Those teams—the New York Mets, the Atlanta Braves, and the St. Louis Cardinals—fired him. As you experience the highs and lows of entrepreneurship, keep in mind this Theodore Roosevelt quote: “Far better it is to dare mighty things, to win glorious triumphs, even though checkered by failure, than to rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory nor defeat.” (Italics mine)

2. Wait for the right moment: Successful entrepreneurs are eager, not impetuous.

While there are successful “movers and shakers” who fire before they aim, having a plan is the smart move forward. Think through your moves. Save some seed money for your new venture before quitting your job. And certainly, consult with friends and family before taking your first step down that path, which will demand much of you.

3. Regard intuition as your friend.

Oftentimes your gut will guide you in the direction you need to go. Igor Sikorsky called intuition “an extremely primitive…faculty of higher order.” He believed Thomas Edison and Henry Ford were successful because their intuition allowed them to envision the future, and then they worked their tails off to make their visions reality.

Stay True to Yourself

Entrepreneurship affords you complete control over your career destiny. It is a road less traveled, but one worth traveling if you determine it is the best way to remain true to who you are and spend your working days as you’ve always wanted.

Chris Fontanella is founder of Encore Professionals Group, a professional services firm specializing in the identification and placement of accounting and finance candidates in temporary and full-time positions. He is author of “Jump Start Your Career: Ten Tips to Get You Going“, and “Tune-Up Your Career: Tips & Cautions for Peak Performance in the Workplace“.