Though your appraisal is largely positive, the last sentence baffles you: “You need to cultivate more of a can-do attitude if you’re aspiring for a leadership role within the organisation.” What the hell, you think to yourself. I’m hardworking, meet all deadlines, and never let my boss down. Didn’t my boss even say that my performance was “excellent? Unlike others, I don’t over-promise and under-deliver. Doesn’t that count as being professional?
While you may be right not to overextend yourself and not keep up to your commitments, organisations prefer people with a more proactive orientation. Those who are willing to take on extra responsibilities and not shy away from doable challenges. So, what can you do to develop a can-do attitude?
Psychological Underpinnings
In an article in the Oxford Book of Positive Psychology, James Maddox discusses the psychological underpinnings of self-efficacy or our beliefs in our own capabilities, which manifest as a can-do attitude. Self-efficacy is a significant aspect of our psychological make-up as it impacts our performance, perseverance and resilience in both personal and professional domains. At its core, self-efficacy is about believing whether you have the requisite skills and capabilities to achieve a particular goal. While we may have an overall sense of self-efficacy, it is likely to vary across domains. For example, I may have a strong sense of self-efficacy when it comes to verbal tasks, but I feel I cannot sing or be a gymnast.
Where do these beliefs stem from? And what can you do if you have a weak sense of self-efficacy? Self-efficacy emerges from a complex interplay of biological, social, emotional, cognitive and environmental factors. Starting in infancy, we develop a sense of “personal agency” wherein we gradually gain an understanding of the effects of our actions on the environment. The manner in which our environment responds to our rudimentary efforts to shape it plays a significant role in how our self-efficacy develops. Responsive caregivers in the early years nurture the “development of efficacy beliefs,” which, in turn, spurs the child to experiment and explore further. On the other hand, non-responsive caregivers may thwart the development of self-efficacy by failing to acknowledge or even belittling a child’s attempts. Over time, our self-efficacy is influenced by a gamut of people from parents, teachers, peers and role-models. Further, we, as individuals, are not passive recipients but continue to make attributions about our capabilities based on environmental feedback, which further impacts our sense of self-efficacy.
For example, a Maths teacher may tell a class that they need to work harder when giving out a test. One student may interpret this as meaning that she has to do more practice sums, whereas another child may believe that he is not good at Maths. Of course, the former child may have a more nurturing environment at home that allows her to make a more favourable attribution. Or, she may be endowed with a temperament that veers towards optimism. However, even if you have a pessimistic bent, you can alter the way you perceive events by changing your negative thoughts to more constructive ones.
Building self-efficacy
As an adult, what can you do to build your sense of self-efficacy? In an article in verywellmind, Kendra Cherry offers some suggestions. First, notice and celebrate your wins. Every time you achieve a goal, don’t take its attainment for granted. Acknowledge the role your efforts and talents played. Next, learn to set goals that aren’t too easy but stretch the envelope of your capabilities. If you only pick tasks that you’re sure you can perform, you aren’t tapping your ever-evolving potential. Observe people at work who exhibit a can-do attitude, those who embrace formidable challenges and deliver on their promises. Be mindful of feedback from others. Don’t allow naysayers to fuel your self-doubts. In fact, you may seek out people who tend to bolster rather than bring you down.
Leaders can also create a can-do culture, argues Srikant Chellappa in an article in Forbes by recognizing and acknowledging small wins of their employees. Coax your team to analyze their achievements and failures so that they can draw on their strengths to tackle their weaknesses. Most importantly, emphasize strengths when giving feedback while also providing specific, actionable pointers on how to improve. Bosses may also help employees chart “realistic stretch goals.” When both individuals and organisations strive to build a healthy sense of self-efficacy, all stakeholders stand to gain.
About the Author
(The writer blogs at www.arunasankaranaryanan.com and is the author of Zero Limits: Things Every 20-Something Should Know.)