What do you do when things aren’t going to plan?
The reality is, things don’t always go swimmingly. Sometimes things get hard, and that requires leaders to dig deep.
Looking back on the year, I’ve had more than one client have to face the reality that their numbers aren’t where they want them to be, and that their teams feel like they’re losing momentum and energy.
And across the board, it does feel like hope has been in scarce supply lately. There is definitely an air of uncertainty lingering in the air presently. And that is, at best, unsettling and, at its worst, fear-inducing.
So how are we as leaders meant to stay hopeful and lead through the trickier moments?
It starts with recognizing that hopefulness isn’t an abstract feeling that simply arrives or doesn’t. But rather, it's a skill you can foster and develop.
Hope vs. Optimism
Optimism is best characterized as that general sense that everything will work out. And most people are drawn to upbeat, optimistic people. They can bring a sense of levity when things feel heavy.
The flip side is that they can also feel naive and even annoying when things are truly going south. A little bit like they would rather put their heads in the sand and ignore reality when it doesn’t align with their desired vision.
Hope is different. C.R. Snyder, the psychologist who developed Hope Theory (1994, 2002), described hope as a motivational state built on active engagement and goal-directed thinking.
In his theory, hope is built on what we think and do.
So whereas feeling optimism might come and go, and feels very situation-dependent, hope theory suggests that we can actually construct a feeling of hopefulness, and we can also rebuild it when it feels like it’s lost.
The Three Elements of Hope Theory
Synder built Hope Theory around three core elements that interact and build on one another to bring hope to life.
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Goals:
We need to keep our eye on something meaningful to work toward. This means defining a clear direction that gives your actions purpose.
What are we trying to achieve?
And what are we working toward?
Without knowing where we’re aiming to get to, hope has nothing to attach to. A person with hope knows what they are working toward.
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Pathways Thinking:
Once you know where you are trying to go, pathways thinking is about recognizing there is more than one route that will likely get you there.
This means mapping out the actions you will “do” that will help you keep moving toward your ultimate outcome or goal.
Pathways thinking also includes the idea that, at times, you will find paths blocked. We need to expect the hurdles, rather than be demoralized by them, and resolve to find another path around them, never losing sight of what we’re trying to achieve.
Like the famous line from the children's chant We’re Going on a Bear Hunt, where the hurdles are all a part of the adventure, it’s about embodying an “If we can’t go over it, let’s go around it” type of approach.
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Agency Thinking:
Agency thinking is believing you have the capacity to do it and holding close to that mindset. It is recognizing that you have agency in a situation, and your actions matter in continuing to move toward your ultimate goal.
Synder (2002) referenced the power of leaning into agency-building self-talk or beliefs like “I can do this” and “I’m not going to be stopped.” You can extend this to consistent messages you send your team, especially when things feel tough.
(For all the Ted Lasso fans out there, Ted’s “Believe” sign in the Richmond clubrooms is a perfect example).
Ted Lasso Believe Poster on Amazon
Synder highlighted the importance of the interaction between these elements and how they ultimately build on and reinforce one another. We need a goal to focus our energy toward, and then through both pathways thinking and harnessing agency we build the power and momentum to keep trucking through.
When we notice a sense of hopelessness, either in ourselves or our team, it usually reflects a breakdown in one or more of these components. Being able to diagnose that can help you recognize how to bring back a sense of energy and motivation to your group.
Applying Hope
Leaders are the ones that everyone looks to when it’s hard to feel hopeful. When you’re strategizing how to bring a greater sense of hope to your people, here are three things to consider:
What are you aiming toward? What is the ultimate, higher-level outcome you’re all working toward? [Goals]
What pathways are worth trying now? If Plan A isn’t working out, what does a Plan B or C look like? And which one will you try next? [Pathways]
What evidence do you have that you can do hard things? Or that success is possible? [Agency]
As leaders, we can create hope in others by restoring focus on clear goals, pathways (options), and agency (belief) when momentum stalls.
The market, or organizational environment, isn’t always going to be in a natural upswing. Sometimes a team’s energy can feel funky, and sometimes the collective energy will feel off. But that doesn’t mean that we have to fall prey to the dominant or collective mindset.
Great leaders find a way to stay consciously and actively hopeful when the hard times hit.
Hope isn’t something we should wait to feel, but rather, it is something that we can decide and think our way toward. People aren’t looking for an ungrounded reassurance that things will be okay from their leaders; they’re craving an active belief that there is a way through, and that you can work to create that path together.
Hi, I’m Kate Snowise - an executive coach, leadership advisor, and speaker. I’m a trained I/O psychologist, bringing together business and psychology in this Substack, Leadership Lately! I write practical thoughts for leaders who want to lead better on a real-life Tuesday, not a theoretical one. I live in the Minneapolis-St. Paul area, with my husband, two boys, and a pack of pups I adore. You can find out more about me and my work at katesnowise.com.