Is a Strengths-Based Approach Toxic?
Occasionally, when discussing strengths-based approaches and growth mindsets with nonprofit leaders, we ponder whether we might inadvertently fuel the phenomenon of 'toxic positivity' in the workplace. According to the Anxiety and Depression Association of America, toxic positivity is an emotional phenomenon based on the belief that no matter how hard or bad things get, people must maintain positive thinking or a positive mindset.
We are true believers in a strengths-based approach and apply an Appreciative Inquiry lens in everything we do. Appreciative inquiry can be described as an approach that draws from positive psychology and storytelling to create an “alignment of strengths” that renders weaknesses irrelevant. In this context, the word ‘appreciative’ signals the practice’s focus on what people do well and on what opportunities exist in the environment, rather than the more negative, deficit-based approach inherent in most organizational change models. Basically, it’s the opposite of what we learned as managers LOL!
Regrettably, there are individuals who, upon hearing terms like "strengths-based" or "growth mindset," automatically assume that problems or obstacles are being overlooked, or perhaps we aren’t being realistic. However, adopting a strengths-based approach to organizational change does not mean ignoring weaknesses or challenges. But words are powerful, and building a culture of positivity in the workplace leads to enhanced job satisfaction for staff and, ultimately, greater productivity. This equally applies to the board of directors and executive leadership. Think about it, is an Executive Director likely to feel satisfied in their role if all they hear at board meetings is how they need to raise more money, how they aren’t managing their team effectively, “Oh, and why don’t we have billboard ads because so-and-so organization has them” and ‘“They have a social media influencer sharing their posts, let's do that too!” Sound familiar?
When leaders are empowered to apply their strengths at work and are supported and encouraged, they will feel happier. Leaders who are regularly given opportunities to leverage their strengths will also feel more effective, thereby facilitating states of engagement and a sense of self-esteem. The utilization of individual strengths in the workplace has also been directly and indirectly linked to a range of outcomes that contribute to the success of the organization, including goal progress, concentration, and overall work performance.
Does strengths-based mean there are never any problems? No. Does it mean the organization will experience success as long as it’s employing a growth mindset? Probably not. There are obviously many factors contributing to organizational and employee success and some of these factors are outside of our control. Nevertheless, we believe - and data show - that a strengths-based emphasis is both practical and worthwhile, offering an effective means to enhance the culture and engagement of both the board and staff. As long as we are not ignoring problems, we don’t have to be overly focused on them! We don’t believe this is unrealistic. If you are interested in learning more about these approaches to organizational growth and board development reach out! We have a lot of tools and are ready to help!