What could be better than having a positive impact on others. When I impact you in a positive way, not only does it lift you up, but it makes me feel good as well. Even more amazing is the indication that people observing acts that create positive impact have a similar release of serotonin and subsequent lift in spirits.

Positive impact is great at an individual level.  As a part of the culture of an organization, it becomes a driving force for success.  Organizations that have a positive impact on their customers and clients build long standing partnerships and awesome reputations.  The whole reason for concern with the quality of products and services is concern for the resulting impact.

When the pursuit of positive impact becomes a driving force within the organizational culture, we create, what I call, a Positive Impact Organization.  In a Positive Impact Organization, members at all levels recognize the value of positive impact.  There is a shared understanding that the source of impact is not limited to products and services, but is deeply rooted in the nature of our interactions -the way we treat those we serve.

In a Positive Impact Organization there is a shared understanding that every individual's personal performance and interaction skill is affected by the impact others have on them.  In the interest of mutual success, employers want to create a positive impact on employees and employees on employers. All members of the team or organization want to have a positive impact on each other. This desire to create a positive impact then spreads beyond the walls of the workplace to the community and others who may be interested in what we have to offer.

It is important to note that positive impact is not some level of excellence to be achieved.  Rather, it is an ongoing process that seeks innovations and methods which may enhance the nature of the impact we have on others.  In a Positive Impact Organization, everyone is on the journey - engaged in the pursuit of a more enhancing experience for all involved.

Now that is a trip worth taking.

Have you ever had that moment when you said to yourself, "I wish I hadn't done that; or, I wish I had..."  And how often were either of these followed by "but...."

And then come the reasons why - why we failed, didn't do what we intended or allowed some outside influence to hijack us and cause problems.  It wasn't our fault.  We couldn't help it.  We were tired or weakened or overcome.

Many of you will instantly recognize this as a bit of avoidance.  And what are we avoiding?  Accountability?  Perhaps, but the more powerful question is "Why?"  Why do we avoid accountability?  Why is this mental process so common?

I believe there is a simple answer to this question.  We want to like ourselves.  We simply don't want to think of ourselves as being bad people or not caring.  When something hits us that raises guilt or shame or implied wrongness we feel a push and instinctively push back.

We push back with reasons or excuses.  We push back with blame for others or outside infuences beyond our control.  We blame bad habits or bad upbringing.  We call ourselves victims.  We may even look to some deeply hidden character flaw that cannot be corrrected.  We push back with anything we can that will help us feel better about ourselves.

And so, we overcome the foe of self recrimination, feel better and go on.  Often that means going back - back to making the same mistakes with no postive change.  

How much better it would be if we could simply say.  "OK!  That didn't work out so well.  Now, what happened and what will I do different next time to improve the results?"

It is much less painful and far more helpful to look at postive change in the future rather than dwelling on negative judgement from the past.

You may also want to consider this the next time you want to see a positive change in someone else!

From where will come the light when the candle burns out.

Almost every leader will deal with burnout in some way at some point in time.  It may affect you personally bringing a sense of mental or physical exhaustion.  You may even develop an attitude of indifference or a sense of failure.  In business burnout can translate to lack of motivation and reduced performance even bringing increased conflict and a high rate of turnover.

Most people associate burnout with too much work and too little time off.  Over-achievers and folks with an excessive desire to please or “look good” are prime candidates for the problems related to burnout.  Consequently, the most common advice includes taking a vacation, avoiding overtime or using delegation to lessen the workload.  In extreme circumstances professionals may even suggest quitting your job or changing your career.

In most cases reductions in stress can decrease the probability and severity of burnout.  Stress builds up when there is not enough balance in life.  Find time for relaxation and fun with family or friends.  Taking time to enhance your spiritual side will also prove to be a valuable stress buster.  Get away for some quiet reflection, meditation or prayer.

Current research indicates that workload, pace and balance are not the only contributors to stress and burnout.  Some workplaces seem to be alive with excitement and enthusiasm.  Performance is high, the pace is quick and often, the hours are long.  Yet employees in these businesses often seem immune to burnout.  What is their secret?  They have ignited passion and learned to overcome the more subtle causes of burnout.

Here are three less talked about factors and some things you can do to avoid them.  These factors are not limited to business but can arise in non-profit and volunteer organizations as well.

• Repetitive or tedious work with little meaning.  Be sure that everyone understands the connection between their work and the success of the business.  Assign several diverse tasks and allow time to move back and forth between them to break the monotony.  To ensure the sense of accomplishment, set specific short term goals for each type of task and celebrate the success of reaching those goals.   

• Lack of positive feedback and recognition.  Get out of your office, get around to the workers, catch them doing something right and thank them.  Acknowledge everyone’s efforts as often as possible.  Look for good things happening in your team or company and use this as a reason to bring everyone together, celebrate the success, and recognize each person that contributed to the success.

• Unrealistic demands or objectives.  Be sure that your expectations are realistic.  Watch out for “piling on.”  Often tasks are assigned without consideration for existing priorities.  The result is a pile of tasks that all need to be done right away.  Being overwhelmed, there is a fear of failure and a significant increase in stress.  Remember to establish realistic expectations for all tasks and with each new task.  If you are the recipient, ask how the new task fits into current priorities.

Follow these simple tips and the light in the window of your business will never burn out. 

In my last blog, I talked about the impact of using fear as a method of exerting influence.  I've been asked, "If fear is not an option, what do we use instead?"
 
Encouragement!
 
In an economy based on connection and the need for strong relationships, it is far better to encourage others to do what we want than to threaten them with repercussions if they don't.
 
We need less focus on "or else" and more focus on "if then."  The typical fear promoter says, "Meet my expectations or suffer the consequences."  The relationship builder says "If you can meet my expectations, then these good things can happen."
 
So then people ask, "What about consequences?"  Yes, by all means we need consequences.  But consequences need not always relate to penalties for failure.  We also need to celebrate what we want to see more of.
 
There is a constant battle between the use of positive and negative reinforcement.  Surely, with so much riding on our ability to influence others, we can get creative enough to balance the equation.