Why does optimism matter in times of deep uncertainty & how do we keep it alive in our teams? In our sector, many teams face long periods of uncertainty: financial & operational pressures, restructuring, changing policies, shifting priorities & job roles. Creativity & bold ideas shut down. Conversations turn to what might go wrong next. Pessimism becomes a shield against false hopes. Teams slip into learned helplessness, the state people enter “when they conclude their actions can no longer change the outcome.” This kills productivity & performance. @MichelleGielan describes this pattern in her new @HarvardBiz article “How Leaders Counter Pessimism in Trying Times”. Her answer is “resilient optimism”: the ability to see challenges clearly while believing our actions can make a difference. At its core is agency, the sense that we can act & influence outcomes, whatever the circumstances. It has to be realistic. Optimism “won’t fix a broken strategy or an unsafe workplace,” but it can shape whether people “disengage and wait, or stay in problem-solving mode long enough to find the next move.” The impact is significant. Her team has tested more than 25,000 professionals in large companies, healthcare & education. Those with the highest work optimism are 3 times more likely to be highly engaged, 40% more likely to be promoted within 12 months & 5 times less likely to burn out. As leaders, we shape our teams’ mood & optimism through tone, body language & small actions. In a University of Pennsylvania experiment, fundraisers briefly thanked by their manager made about 50% more calls the following week. Practical actions to build resilient optimism in our teams: 1) Choose what you pay attention to. Teams read their leaders closely. Focus on purpose, progress & positive signals: thanks from a service user, a problem a team has solved. Every change effort produces progress that goes unnoticed. Making it visible is part of leading change. 2) Name the reality, then the next move. The author borrows “yes/and” from improv: “We have lost funding for this programme... & here is how we can protect what matters most for patients.” 3) Prioritise visibly. When everything feels urgent, ask: What can I step out of? What can I hand off with support & guidance? What am I doing out of habit or guilt? Leaders who show this discipline give teams permission to do the same. 4) Create positive dots. Tell someone what you noticed about their work & why it mattered. Ask a colleague what small thing would make their next step easier, then provide it. 5) Model recovery. Optimism requires energy. Talk about breaks & weekends as part of sustainable performance. Resilient optimism starts with seeing the problem clearly, which optimists & pessimists can both do. What separates them is agency: whether we believe our next step can make a difference. The leadership work is what happens next. The article: In addition: “Build the Mindset That Keeps Your Team Moving Forward”, HBR Executive Masterclass with Michelle Gielan and a podcast with the author: "Optimism Is Now an Essential Leadership Skill" I paired this with a graphic by Dr Hayley Lewis @Haypsych.