This may seem to be a bit of an “about face” for me – given my previous writing on how cynicism is a result of “bad” employee recognition or when employees question the authenticity of appreciation communicated. But it occurred to me that, really, cynicism can be a positive influence in our workplaces. How?
1) When people are cynical, they are giving us honest feedback about how they really feel. When was the last time that you heard a cynical remark from a colleague and you accused them of not being honest regarding how they really feel? (Aside from the sarcastic remark: “So, Janice, tells us how you really feel!”) Cynicism communicates from the heart, so you don’t have to question whether the person is being honest with their comment.
2) Cynical remarks give us a reality check with what was said, promised or done in the past. When people question the probability of the most recent promise actually happening, they almost always refer back to a prior promise or commitment that wasn’t fulfilled.(“Oh, so this is just like the time the management said that if we got the project completed on time, we’d share in the bonus the company received. Didn’t happen.”) So they help us remember what we said (and didn’t follow through on) before. They become sort of our informal historians.
3) Cynicism lets us know how people perceive our words and actions. Have you ever noticed that most cynical remarks are fairly quick, “on the spot” quips or “come back’s” to a statement? They are largely unedited thoughts and attitudes spoken out loud. And they fairly directly communicate how others view what we just said, did or promised – unfortunately, the message is: “I don’t believe you.” So most cynical remarks give us a clue that we need to work on our following through on what we say. (Sometimes, I will admit, that cynicism is coming from the heart of the speaker – that they are angry and resentful about life in general – and that their remark may have little to do with you, me or whoever is speaking.)
4) Cynicism provides the opportunity to learn what would be really meaningful to others. If we take the time to listen to the cynical comment, not dismiss it immediately as “disrespectful” and “unfounded”, then we actually can learn something from our colleagues. A follow-up question like: “What would could be done that would start to demonstrate that we mean what we say?” can provide some valuable insight into how others are thinking – and how we can begin to rebuild trust.
I’m not advocating for implementing strategies for increasing cynicism in our work environments (there seems to be plenty). But I do think we can learn positive lessons from the cynical remarks we hear, and then try to address the root issues of “unbelievability” that help create the cynical mindset.