problems are seen as opportunities is needed. Whilst some a born with this view of the world, it can be learnt. Many of us practise a positive attitude in a social or sporting or family environment and yet display a glass half empty attitude at work. It is our responsibility as individuals to change that by understanding what environments generate that positive attitude outside workIf only "they" had given it to me on time. I asked "them" and they did not reply. I sent an email to "them" but have not yet had a response. We don't have the budget we need. We don't have the resources we need. Our organisational structure does not allow us to perform they way we need to.

Are you tired of this? Tired of the lame excuses for non performance, missing targets, missing deadlines? A large minority, or indeed majority, of middle management and too many times the senior management, of organisations seem to pride themselves on "failing because" rather than "succeeding despite". In my own experience, I was held accountable for results only on rare occasions, mostly in an operational role. I was usually held accountable for style over results.

Life in a business or a public organisation can be tough. In business, competitors can seem unreasonable, irrational in their actions in the market. In public institutions, the rules and regulations can seem designed to choke all innovation and speed out of the organisation. In both cases, budgets never seem to be enough.

Too many people in situations like these use the business environment as a crutch for failure rather than a challenge to utilise their innate and acquired skills to succeed despite the adversity they experience. The solution lies obviously within the attitude of the individual, but more times than not, within the attitude of the supervisor.

For individuals, a positive attitude where problems are seen as opportunities is needed. Whilst some a born with this view of the world, it can be learnt. Many of us practise a positive attitude in a social or sporting or family environment and yet display a glass half empty attitude at work. It is our responsibility as individuals to change that by understanding what environments generate that positive attitude outside work

rformance, missing targets, missing deadlines? A large minority, or indeed majority, of middle management and too many times the senior management, of organisations seem to pride themselves on "failing because" rather than "succeeding despite". In my own experience, I was held accountable for results only on rare occasions, mostly in an operational role. I was usually held accountable for style over results.

Life in a business or a public organisation can be tough. In business, competitors can seem unreasonable, irrational in their actions in the market. In public institutions, the rules and regulations can seem designed to choke all innovation and speed out of the organisation. In both cases, budgets never seem to be enough.

Too many people in situations like these use the business environment as a crutch for failure rather than a challenge to utilise their innate and acquired skills to succeed despite the adversity they experience. The solution lies obviously within the attitude of the individual, but more times than not, within the attitude of the supervisor.

For individuals, a positive attitude where problems are seen as opportunities is needed. Whilst some a born with this view of the world, it can be learnt. Many of us practise a positive attitude in a social or sporting or family environment and yet display a glass half empty attitude at work. It is our responsibility as individuals to change that by understanding what environments generate that positive attitude outside work

ally held accountable for style over results.

Life in a business or a public organisation can be tough. In business, competitors can seem unreasonable, irrational in their actions in the market. In public institutions, the rules and regulations can seem designed to choke all innovation and speed out of the organisation. In both cases, budgets never seem to be enough.

Too many people in situations like these use the business environment as a crutch for failure rather than a challenge to utilise their innate and acquired skills to succeed despite the adversity they experience. The solution lies obviously within the attitude of the individual, but more times than not, within the attitude of the supervisor.

For individuals, a positive attitude where problems are seen as opportunities is needed. Whilst some a born with this view of the world, it can be learnt. Many of us practise a positive attitude in a social or sporting or family environment and yet display a glass half empty attitude at work. It is our responsibility as individuals to change that by understanding what environments generate that positive attitude outside work

any people in situations like these use the business environment as a crutch for failure rather than a challenge to utilise their innate and acquired skills to succeed despite the adversity they experience. The solution lies obviously within the attitude of the individual, but more times than not, within the attitude of the supervisor.

For individuals, a positive attitude where problems are seen as opportunities is needed. Whilst some a born with this view of the world, it can be learnt. Many of us practise a positive attitude in a social or sporting or family environment and yet display a glass half empty attitude at work. It is our responsibility as individuals to change that by understanding what environments generate that positive attitude outside work

problems are seen as opportunities is needed. Whilst some a born with this view of the world, it can be learnt. Many of us practise a positive attitude in a social or sporting or family environment and yet display a glass half empty attitude at work. It is our responsibility as individuals to change that by understanding what environments generate that positive attitude outside work and change the environment inside work to match. Sometimes that may mean choosing another career or employer.

As leaders, it is our responsibility to create the environment that generates a positive attitude for our subordinates. As human beings, after our basic needs of food, shelter and safe living conditions are met, our next need is the sense of belonging and after that the sense of achievement. The latter two act as the strongest motivators in most work places. The strongest demotivator is bureaucracy getting in the way of reaching the sense of achievement.

Therefore, the single most useful thing a leader can do to motivate their staff is to give clear expectations of what is required in terms of behaviour and results and the consequences of non-performance and then provide the resources for them to get on with their job.

Some people will be motivated to find a role with expectations that match their personality and personal goals outside of their current organisation. This is not a bad thing. Most however, will be enthused by the clarity of expectations and consequences.

Some leaders, in the era of consultative management are just too timid. Whilst I am not fond of the "speak softly and carry a big stick" style of management as being the only style of management used, I am less fond of the "laissez faire" management style where all is forgiven if one tries, but still does not succeed. In large organisations it breeds a culture of organisational impotence. In small organi