One of the posts I’m most proud of is one about the difference between optimism and pessimism.
In it, I presented the case for optimism.
Well, it turns out Barbara Frederickson, a psychological researcher at UNC-Chapel Hill has looked even more closely at the benefits of optimism. She’s paying particular attention to how positivity impacts resilience. I ran across a sliver of her research in a tweet that linked to an article in The Atlantic.
She’s discovered that resilient people are better at turning negatives into positives. Resilient people, for example, are more likely to see possibility in situations. A resilient salesperson sees a “No!” as getting him closer to a “Yes!” A non-resilient salesperson tends to look at a “No!” as inevitable. Resilient people seek challenges and rise to them. Non-resilient people shrink away from difficulty, more often choosing an easy path.
Professor Frederickson presented study participants with a stressful task: They had to prepare and deliver a speech about their qualities as a good friend with very little notice. When the participants learned their speeches would be recorded on video, they began getting more nervous (their blood pressure and heart rates were being measured). They were then informed that if they got to see a video, they wouldn’t have to give the speech after all.
Turns out they were all shown short videos with themes that were either negative (something sad), positive (something happy), or neutral. The theory was that when the videos started playing, they would become less anxious.
There was an interesting difference.
All of the participants who saw positive videos calmed down much more quickly than the ones who saw negative or neutral videos. What does this mean? A positive experience can erase the impact of a stressful or negative one quickly. And, because resilient people are generally more positive, they become happier faster. In other words, optimism wins again!
This has sincere and important lessons for leadership. Salespeople who are more optimistic are more resilient. And vice versa. Resilient salespeople sell more. When you’re hiring salespeople, it’s important to measure optimism and resilience (among about 40 other capacities). We’d recommend using sales assessments to do that. However, if that’s not possible, ask candidates for examples of specific times they’ve had to “bounce back” from adversity. For example, “Tell me about a time when you faced tough odds. How did you recover? Who did you turn to?” While you’re at it, ask, “Where do you see yourself in five years?” or “What’s the greatest professional challenge you’ve overcome?” You get the picture.
Resilient salespeople can answer those kinds of questions quickly and easily. Non-resilient sellers will struggle a bit more.
How else have you seen resilience and positivity work together on a sales team?