Optimism in the Syracuse University Child Sexual Molestation Case

By Dr. Russ

Neither optimism nor pessimism is inherent in the circumstances of life.  The circumstances of life are what they are – happenings to which we must react and adapt.  While we cannot control many circumstances we can control our view or perspective of them.  We do control some circumstances when we set a goal and take action to accomplish it.

The sexual molestation of young boys by prominent assistant coaches at Penn State and now Syracuse University are not pleasant to hear about.  I too wish such evil never happened.  The first evil of course is commission of this abhorrent act.  The second evil is the cover up, silence and denial of the first evil’s existence.  Where is the positive perspective amid this morass of evil?

In the late 1960’s the term “institutional racism” came into our discussion of race relations.  Racism it was found was not just about individual attitudes, but also about organizational policies that were found to foster prejudice and discrimination.  An example of institutional discrimination that still exists today after almost half a century of effort to correct it is the advantage that men still hold in the pay scale as compared to women.  Nevertheless, while the gap between men’s and women’s salaries has narrowed considerably in recent times, the desired equality in pay between men and women has not been eliminated.

Institutional norms and culture are powerful forces that inhibit change, even when the majority of individuals within the institution want the change.   Most now agree that Syracuse University took the right action when it fired Bernie Fine on the basis of allegations, and not a conclusive trial.  There was just too much evidence for them to look the other way.  Key administrators at Penn State tried to look the other way and were finally disciplined for their oversight.  Twenty five years ago, Bernie Fine had apparently begun his molestation spree.

Twenty five years ago another major university had the opportunity to expose sexual abuse of young man, but instead reprimanded the administrator who fired the individual on the basis of valid knowledge of extensive past history of such acts.  That institution had little desire for justice, but instead wanted to protect its image by denying the alleged molestation ever occurred.   The thought at the time was: “What would the community think of the institution if it found out it had a child molester on its payroll?"  In that mindset, it is better to deny and cover up, than to admit, expose, clean house and move forward.

I believe the rapid firing of Bernie Fine shows that institutions can learn and adapt to take on a more positive culture.  It is likely that the Penn State and Syracuse cases are just the tip of the ice berg for this kind of behavior, and if so, we will be having to withstand many more bombardments of negative news in coming months and years. 

As these stories hit the news and encourage a more open dialogue about the problem, it will be important to continue to support the courage of the victims to come forward to tell their story. Let us hope that this is the beginning or the end of “institutional victimization.”  What is “institutional victimization?” It is an organizational culture that supports the victimization of its members in order to protect the image of the institution.

Elimination of such "institutional victimization" will result in the elimination of the hopeless and helpless orientation that keeps pessimism alive and well.

Composition of a Leader: Suzy Merchant strikes a chord with Jackie

By: Jackie Monroe

I had the privilege of hearing MSU Women's Basketball Coach Suzy Merchant address a group of local business women today, and I was so impressed by what Coach Merchant said, I had to share!

Coach Merchant shared with the ladies her definition of what a leader is, and also three characteristics that make up a successful leader--whether they are leading on the court, in the boardroom, at home, or out in the community. 

Let me try to recap it for you.

First, you can be defined as a leader in two ways: either by the position you hold or by who you are as a person.  If you are truly an incredible example of a leader, you will be defined by both. 

Second, there are three key areas which true leaders never seem to compromise on:

1) Work ethic. True leaders realize that nothing in life is just "handed" to them, but rather earned (through sweat equity!) over a course of time.  Leaders don't have time for the entitlement mindset; rather, they are out on the front lines of their field or position, giving everything they've got in order to gain one more inch toward their goal. They understand (like optimists!) that making mistakes is the best way to learn, and any time they do make a mistake, they don't hold pity-parties for themselves. Rather, they get right back to work.

2) Character. A leader's character should speak for itself. What kind of person are you? Are you someone who is only concerned with the advancement of yourself? Or are you continually looking around to the people on your right and on your left, trying to find ways to encourage them and help them rise to success as well? Coach mentioned that as a collegiate recruiter, she is only ever allowed to see them in game-time action 5 times, and of those times can only have face to face interaction with them twice. She has had to find creative ways for judging a potential recruit's character from afar. How does the player (who is almost always the star of the team) treat the "bench-warmer"? How do they treat their parents? Who do they high-five or run to first after leaving the locker rooms? Mom and Dad? Or their friends or boyfriend? Point is: people are always watching and taking stock of your actions and words. With sterling character, a leader (and their team of staff and supporters!) will never have to worry about the image they are projecting of the company or organization as a whole. 

3) Passion. For Coach Merchant, passion is a non-negotiable.  If you aren't on fire everyday about at least one thing you are doing in your job or place in life, it's time to take stock and revaluate what you find enjoyable and what's the best, most exciting use of your time. You only get one life. How far are you willing to go to be passionate about the way you spend it? How can you expect others to be ignited about what they are doing for the company or organization if they see one of their leaders walking around all ho-hum? In order to be inspired, most people need their leaders to be able to ignite them. One of the best ways to set that fire in others is to be consumed with it yourself. 

Optimism Tip of the Week:

So, are YOU a leader, either by the position you hold or by the person you are? Whether you are or not, think for a minute about what people really see when they look at you.  If someone had to describe you, not based on your physical attributes, to someone who didn't know you, what would they say? Would their description match your attitude and actions? Would the stranger be able to spot you? 

This week, ponder the answer to that question. Find ways to develop your work ethic, character, and passion into those of a true leader. Wake up each morning ready to find ways to make a difference in this world, just by being you! 

How to Become a "Skilled Optimist"

By Dr. Russ

Teach and Learn

A core tenant of Moment-to-Moment Optimism is that optimism is a skill that can be taught and learned.  As one learns and practices the skills of optimism over time, one becomes a better master of optimism known as a “Skilled Optimist.” 

Master vs. Skilled

Notice I do not use the term “Master Optimist;” that would imply one had reached a plateau, state of, or completion point in optimistic learning that had no further room for growth.  The term “Skilled Optimist” implies that one can keep practicing and developing more and more optimism skills over the course of an entire lifetime.

In the Home Beginning at Birth

Ideally the teaching of optimism skills begins at birth with something as simple as in-the-moment, parent responsiveness to the infant’s needs.  Parents, while continuing their lifetime learning quest to become better and better at their moment-to-moment optimism skills, can continue to teach optimism skills to their children throughout the child, adolescent and even young adult years.

In the Classroom and School Setting

Teachers can be taught to create a classroom culture for learning optimism that can not only enhance academic achievement, but optimize the development of the “whole” student.  School principals can provide leadership that builds a school-wide culture of optimism that is further supported by superintendent’s who spread that culture district wide.

In the Organization and Workplace

Finally, leaders, managers and organizations can create a culture of optimism in the workplace that supports every employee’s quest to become a skilled optimist and who then can make significant contributions to the accomplishment of organizational goals.

What is a "Skilled Optimist?"

Now you might be asking:  “Just what is the skill set of “Skilled Optimist?”  Listed below are eleven sub-skills of Skilled Optimism.  Note that I list eleven because if we only identified ten, then people would think “That’s it, only ten skills to learn.”  The number eleven is uneven and odd, one more that ten. To me, it implies we could identify more and more sub-skills over the course of time just as we find more and more species of plants and animals that have or currently inhabit the earth. 

Eleven Sub-skills of “Skilled Optimism”

A skilled optimist knows how to: 

1. let go of a negative or setback in a matter of moments
2. use failure and setbacks as opportunities to learn
3. identify and differentiate what can be controlled from what cannot be controlled
4. continually tap into their own “creative zone” to solve problems
5. assume the risk of failure inherent in taking on challenging tasks and goals
6. expect and plan ahead for obstacles and roadblocks
7. revise plans and expectations in light of obstacles encountered and experience of success and failure
8. seek out promising new opportunities
9. get inspiration and help from others
10. stay focused on the process and “next steps” of goal accomplishment
11. continuously self-monitor the presence or absence of a positive view in any given moment

Eight Steps you can take TODAY to improve your "skilled optimism" and the "skilled optimism" of others:

1. Look over the above list and check at least three sub-skills that you would like to improve on over the next few months.
2. If married or living with a significant other, ask him or her to the same.
3. If you have children, identify one sub-skill you would like to try to help them learn and practice at this time; then go to others over time.
4. If you are a teacher, teach one skill a month to your class for the next nine months (to cover all 11, teach two skills in November and March).
5. If you are an employee in an organization, focus on what you can do moment-to-moment and day-to-day to practice skilled optimism in the workplace.
6. Then, share this list with a work colleague or two and commit to working together and helping each work on one skill at a time.
7. If you are a supervisor, manager or leader in the organization examine the list and identify some areas that the organization might improve upon to support a climate for continuous learning of skilled optimism in the workplace.
8. MOST IMPORTANT: If you do nothing else, POST THE LIST OF ELEVEN SUB-SKILLS on your refrigerator, classroom bulletin board, desk at work, or other prominent place that you can refer to in any given moment.

P.S. If you are interested in learning about our "Organizational Optimism Program" (which includes assessment, training and ongoing consultation), please send an inquiry via e-mail to drruss@drrussbuss.com

Assess the Optimism of Your Workplace Culture

By Dr. Russ

What is it like to “live” inside your place of work?  We often spend more time at work than we do at home, awake with our children, spouse and families.  It would seem important for a workplace to actively cultivate positive and optimistic attitudes on the part of their workers with the result of more productivity, health, wellness, and job satisfaction.

Look over these sixteen statements regarding the optimistic culture of a workplace or organization.  Place a "Y" for Yes, "S" for Sometimes, and "N" for No next to each statement.  If you get 12 or more Yes’s you should be finding your workplace a fun and great place to work.  Anything less than 10 Yes’s indicates the “Workplace Culture of Optimism” might need some work. 

1. When my organization has a setback (e.g., does not meet quarterly goals, loses a sale, or otherwise fails to meet some goal), the company quickly focuses us on figuring out how to fix the problem and does not look around for someone to blame.

2. At company trainings, we are told that mistakes are important to make because that is the only way for real learning to occur.

3. The company continually reminds everyone about the past great mistakes and we are instilled with fear and worry about whether we can avoid them.

4. My workplace is inviting and accepting of differences in attitudes, beliefs, race and gender issues.

5. My boss, and the bosses above, continually remind us to focus on what we can control not what we can’t.

6. When someone complains, it is neither ignored nor pandered to.  Instead the employee is redirected, with coaching or training, or given assistance on how to redirect their efforts to solve the problem underlying the complaint.

7. My workplace actively encourages creative thinking.  No one would ever be ridiculed or put down for a “stupid idea.”

8. At my workplace we meet regularly to discuss adaptations that are needed in goals and plans to be responsive to market and society

9. The leaders of the organization continually remind us that “it is the view” that counts.

10. When I wake up in the morning, I am truly excited about all the new opportunities, possibilities and adaptations to change that I will be doing at work that day.

11. My company encourages me to take on challenging goals even if it means I might not achieve them. 

12. My workplace actively encourages employees to gain new knowledge and skill for professional advancement even if that means I might leave the company for a better opportunity someday.

13. The leaders and managers of the company are always encouraging and accepting of disagreement and different opinions and perspectives; keep asking – can anyone see a hole in our logic or problem with the plan?

14. When setting goals and making plans, we always construct a list of possible obstacles that could interfere with expected implementation of the plan.

15. My company not only has numerous programs to help us pursue and maintain a healthy life style, but also most of the employees take advantage of these programs.

16. At my place of work, when we succeed or fail, we rarely ever worry about what others are thinking of us.  Instead we focus on the next step that needs to be taken for more success or improvement.

Want some help improving your workplace culture?  Call 517-999-2634.

Encore: Create an Optimistic Organization a la Michael J. Fox

By Dr. Russ,

In continued celebration of a year of daily blogging since last April of 2009, I am posting this encore presentation on building a culture of optimism in an organization.

Dr. Russ Buss has attempted to synthesize some core principles of optimism presented by Michael J. Fox in his new book, Always Looking Up: The Adventures of an Incurable Optimist, that can serve as guidelines for building and maintaining an Optimistic Organization; one that exudes a “Culture of Optimism.”

1. The Optimistic Organization actively counteracts negativity with positivity. The organization imbues the attitude and belief that it is not what happens to you, but how you view it that matters. As Michael J. Fox has taught us: We may not always have a choice about some of our circumstances in life, but we always have a choice about how we view them.
2. Optimistic workplaces create environments where everyone can share and exchange creative ideas; where individuals can explore, experience and immerse themselves in states of “relaxed-detachment” to promote creative incubation.
3. An Optimistic work-culture empowers individuals to accept, embrace, and deal with change. Adapting to change is viewed as an opportunity for individual and organizational growth. Training and development programs teach and prepare individuals to let go of outdated and now dysfunctional habits and personas, while actively supporting a workplace belief that the “inner self” can mount the effort and ability necessary to take on tough challenges.
4. Optimistic Organizations are not afraid to take risks. The culture encourages and empowers value-based, reasonable risk-taking, i.e., no short cuts, bring out best efforts and abilities people have to offer.
5. Every individual in the optimistic organization believes they have a purpose and mission within the organization.  The individuals can endorse the statement: My organization actively promotes: “The purpose that you wish to find in life requires the faith to take risks and a rejection of the bonds of fear; purpose is something for which one is responsible.” (Michael J. Fox, P. 178) Individuals are valued for efforts at self-improvement and constant re-birth and self-reinvention.
6. Optimistic organizations train and make available role models of optimistic thinking to provide guidance and mentoring to new and old employees. Note: The best golfers in the world are known to take more golf lessons everyday than the amateurs who could really use them. So, to maintain Great Optimism we need ongoing Optimistic Mentoring. The environment is one in which the individual is extremely comfortable, without any fear of stigma and ridicule, in seeking and asking for help anytime, anywhere.
7. Optimistic Organizations avoid “Group Think” by actively encouraging the expression and debate of a variety and opposing perspectives. When such a culture of diversity of input exists, individuals more naturally take responsibility for their choices, work hard to implement them, accept that a revision of choice and goals are needed when progress is limited, and are not afraid to make the “tough choices.”
8. In evaluating the individual’s strengths and weaknesses the Optimistic Organization does “performance appraisal” in the optimistic manner: assessment of strengths and weaknesses is done relative to accomplishment of specific short and long term goals – Task Orientation Focus.  The performance appraisal is not done in a pessimistic manner where the assessment of strengths and weaknesses is done relative to a personal or ego comparison: how the individual “stacks up” against other individuals or some ideal (but unrealistic) persona – Ego Orientation Focus.
9. Optimistic organizations take the “high road” when making decisions, sticking to the core values and principles of “Optimism.”
10. Optimistic Organizations recognize the core importance of stable family structures to the maintenance of an optimistic perspective in life and in the organization - each and every moment. As such, they promote policies that encourage family time together, teach core communication skills that help families work to stay together, and provide mutual support to the members.