S1 E14 Assume Positive Intent

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Summary   In this workshop, Dr. Mark Reynolds discusses the principle of assuming positive intent and its transformative power in workplace interactions. He outlines three actionable strategies for leaders: creating a positive intent policy, offering training and workshops, and modeling positive intent through leadership. By implementing these strategies, organizations can foster better communication, reduce conflicts, and build a supportive work environment.   Takeaways

• Assuming positive intent can transform workplace interactions.
• Leaders must take responsibility for team dynamics.
• A positive intent policy can streamline communication.
• Training sessions can enhance understanding of positive intent.
• Leadership should model the behavior they wish to see.
• Recognizing positive intent reinforces a supportive culture.
• Regularly sharing success stories keeps principles top of mind.
• Effective communication is key to resolving misunderstandings.
• Creating a culture of positive intent improves employee engagement.
• Work-life balance is crucial for preventing burnout.

Sound Bites

• "Assuming positive intent can transform interactions."
• "The problem is yours as a leader until you offer training."
• "Create a positive intent policy to save time."

Chapters   00:00 Introduction to Assuming Positive Intent 01:39 Implementing a Positive Intent Policy 03:27 Training and Workshops for Positive Intent 04:54 Leadership Modeling and Culture Building

 

Keywords

assuming positive intent, workplace communication, leadership, employee engagement, conflict resolution, training workshops, positive workplace culture, work-life balance, burnout prevention

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Episode Transcript

(00:14):
If he'd want to make work work better,
then join us for a mini workshop wherewe share three things you can do today
to apply the principleof assuming positive intent.
I'm your host, doctor Mark Reynolds.
Today's workshop,following Matt Widow's interview,
is focusing on this principleof assuming positive intent.

(00:35):
It is such a powerful principlethat can transform
how you interact with your employeesand sometimes with yourself.
Here's what your problem might look like.
Team members make a mistake,
or they say an insensitive commentor do something that rubs you wrong.
You may already not get alongwith that person, or they have given you
every reason to believe that the problemthey're creating for you is intentional.

(00:58):
Even if it is,it doesn't serve you to start there.
The problem is yours as a leaderuntil you offer training,
resources, and mentorshipthat they refuse to incorporate.
If you take someone at their word,if you assume positive intent
and they know that is what you always do,then they will learn to start
communicating with you.

(01:18):
With that in mind,they'll stop trying to make
you mind read or be manipulative,and they'll learn to start
speaking with youmuch more directly and honestly.
What are three things you can do today
to start implementing this principleof assuming positive intent?
First, create a positive intent policy.

(01:39):
We hate adding more policiesand procedures, but these policies
and procedures, these expectations,if written down, save so much time.
It means HR,you or someone else can be like, hey,
I just wanted
to point out this piece of our handbookor the beginning of each of your meetings.
Just pull one of these policies out
just to remind everyoneand have it on their radar.

(02:01):
What this does is introduce a company widepolicy that explicitly encourages
the practice of assuming positive intentin all interactions.
And so if someone feels like someone's notor they're being wronged,
they can point to this and be like, hey,our company policy is to assume
positive intent.
I think we've drifted fromthat here for a second.
Can we retry how we startedapproaching this

(02:23):
from the angleof assuming positive intent?
It allows leaders to train employeesand give feedback.
Rarely.
And it gets your wording
and what you really mean by that downin a clear, concise way.
Communicatethe importance of this principle
through internal memos, teammeetings, and training sessions.
You can reinforce policyby showing examples of how something

(02:43):
positive intent can improve communication.
Collaboration.
I like stories where this approach ledto positive outcomes,
especially if it happenedright in front of you during the week.
The key with policy is in meetingsor other training sessions
to share with the companyhow you are thinking about it,
how you are applyingthese principles in the policy

(03:05):
in your own mindand trying to improve on it
and make it better, and how it's provingto be a positive influence.
And if it's not, change the policy.
Second, offer training and workshops.
Conduct training sessions
and workshops focused on principlesof assuming positive intent.
Emphasizethe benefits such as reducing conflicts,
improving relationships, and fosteringa more supportive work environment.

(03:27):
Provide tools and techniques for employees
to use when they find itchallenging to assume positive intent.
One of the things we doand offer is a service where we come
in, will present workshops,and this could be an hour long workshop.
This can be paired with a bunch of otherskills and workshops that we offer.
The other service we offer that dovetailswith this is doing skip level interviews.

(03:51):
Not only is a chance for usto get information from employees,
but to offer feedback and training of howthey can make difficult situations
better, how they can communicatemore clearly and effectively,
and how they can provide solutionsto problems
rather than adding fuel to the drama fire.
Third is leadership modeling.

(04:13):
Lead by example.
Right?
Make a conscious effort
to approach conversations and decisionswith an open mind, and demonstrate
empathy and understanding when addressingmisunderstandings or conflict.
That doesn't meanyou need to tolerate bad behavior.
It doesn't mean you need to tolerateanything less than excellent.
What it does mean isyou are separating the person,

(04:35):
the human, from the behaviorthat you're trying to correct.
Address that.
This behavior or this actionor this thing created a problem.
One of the best things you can dois to recognize
and praise instanceswhere employees assume positive intent,
creating a culturethat values and reinforces this principle.
What you talk about,what you highlight, shows what you value.

(04:58):
Set aside time to value.
Assume positive intent.
Regularly share stories and examplesin team meetings
or internal communicationsto keep the principle top of mind.
One of the things that I like to encourageexecutives to do is when they're in
meetings, choose the top three storiesfrom any previous week
and find a way to weave those topthree stories of where people

(05:23):
exemplified a trait or a principle,or did something excellent,
and weave those in through each meeting.
Those will help reinforceand make otherwise one long, 1111
meetings valuable, and make them stickin your employees mind.
If you apply these three tips,you will make work work

(05:44):
better for yourself and your teams.
Don't forget to click like, subscribe,follow, comment, share
what you agree with, what you disagreewith, what you wish we'd talk about.
We'd love to hear from you.
We'd love even more to work with you,
and to spend some time with youand your teams to make work work better.
See you next time.

(06:05):
Where we're going to talk about promotingbetter work life balance
and preventing burnoutor neglect of family or self.
See you then.