First you must know this: You are a broadcaster, and you are highly influential.

As managers, colleagues, parents and friends, the messages we broadcast to the people around us influence whether they believe their behavior matters and positive change is possible.

But most people don’t leverage the power they have as broadcasters to fuel success and happiness for themselves and others. Are you a positive broadcaster?

INFLUENTIAL EXPRESSIVENESS

“I express my mind.”

If you have an opinion about a topic at work, do you express those thoughts to others? Do you broadcast your pessimistic or optimistic mindset to others, or do you stay quiet? Transformational positive broadcasters fuel success in others while creating a positive feedback loop.

DETRACTOR (score 0-2): You are very expressive of your pessimism at work, which has been connected to lowering team effectiveness.

NEUTRALIST (score 3-6): Your quiet or detached approach neither adds to nor detracts from team success.

POSITIVE BROADCASTER (score 7-9): You fuel success, but there is potential to do more of that.

TRANSFORMATIONAL POSITIVE BROADCASTER (score 10-14): Your high level of expressiveness of your positivity and optimism not only makes you a charismatic leader, but it also supercharges colleagues.

The three greatest predictors of success have been shown to not only account for 75% of longterm job successes, but these elements of our mindset also fuel our broadcast. Transformational positive broadcasters score high on these three metrics and are highly expressive of that positive mindset.

WORK OPTIMISM

“Good things happen.”

How do you devote your mental resources? Do you focus more on the paralyzing or energizing aspects of work? Work optimists are 5x less likely to burnout, 3x more likely to be highly engaged!

EXTREME WORK PESSIMISTS (score 18 or below): Extreme work pessimists do not expect anything good to happen at work. Extreme work pessimists are 5X as likely to burnout as optimists. It is rare for an extreme work pessimist to be highly engaged at work and even more rare for them to perform well. They do not get along well with co-workers nor their supervisors. Extreme pessimism can be a result of personality, but it can also be a result of a toxic work environment or the brain over-learning that our behavior does not matter, such as during prolonged economic downturn.

WORK PESSIMISTS (score 19-21): Work pessimists are just as likely to burnout as extreme work pessimist. They also do not get along well with co-workers, and feel low engagement at work. However, moving into this category seems to improve relations with supervisors. Work pessimists get along with supervisors just as well as optimists. Similarly, work pessimists tend to perform their duties better than extreme work pessimists.

WORK OPTIMISTS (score 22-24): Work optimists are 5X LESS likely to burnout than pessimists, 3X MORE likely to be highly engaged in their jobs. They are also significantly more likely to get along with co-workers. As with work pessimists, this group is more likely to perform their duties well compared to extreme work pessimists.

VISIONARY WORK OPTIMIST (score 25 and above): Like work optimists, visionary work optimists RARELY burnout, perform their duties quite well, and get along well with co-workers and supervisors. Yet even compared to normal work optimists, visionary work optimists are 2X as likely to be highly engaged at work and 3X as likely to be extremely satisfied with their jobs.

POSITIVE ENGAGEMENT

“In the face of challenges, I can succeed.”

When stressed, do you view stress as a threat or a challenge? If you perceive stress as a challenge, then you’re 15x less likely to burnout, 6x more likely to be highly engaged with your work, and 3x more likely to be satisfied with your job.

FATALISTS (score 11 or below): Fatalists frequently burnout and are, on average, 15X more likely to burnout than workers who feel more in control at work. It is rare for helpless workers to be highly engaged at work, to voluntarily make-up work for a colleague, and to get along with supervisors.

DOUBTERS (score 12): Doubters are LESS likely to burnout than helpless workers but far MORE likely to burnout than others. Uncertain workers are rarely engaged, rarely make-up work for colleagues on a voluntary basis, and rarely get along with supervisors.

ENGAGEMENT PURSUERS (score 13-14): Compared to helpless and uncertain workers, engagement pursuers are FAR LESS likely to burnout, 3X more likely to be highly engaged, and FAR MORE likely to voluntarily make-up work for colleagues. Engagement pursuers get along well with co-workers and extremely well with supervisors.

ENGAGEMENT MASTERS (score 15 and above): Engagement masters are 15X LESS likely to burnout than helpless workers and 6X MORE likely to be highly engaged with their work. Like engagement pursuers, they are far more likely to voluntarily make-up work for colleagues than are uncertain or helpless workers. They are 200% as likely as all others to perform their assigned duties well, 3X more likely than all others to be satisfied with their jobs, and 3X more likely than all others to contribute to the company. Even with all this success, two-thirds of engagement masters get along “extremely well” with co-workers and supervisors.

SUPPORT PROVISION

“I invest in the success of others.”

How much do you help your coworkers and provide them with support? Workers who give to their teams and coworkers are 65% more likely to get a promotion and 5x less likely to burnout.

ISOLATORS (score 32 and below): Only about 1 out of 20 isolators are highly engaged in their jobs, and 1 in 50 are likely to voluntarily make-up work for a colleague. They are 5X as likely to burnout as work altruists. They are far less likely to be satisfied with their jobs than people who provide support to co-workers. Although these people may seem to have more time to attend to their own work, selfish isolators rarely get promotions. About 1 in 12 unsupportive workers can expect a promotion in the coming year.

RESISTANT SUPPORTERS (score 33-36): Resistant supporters are slightly more engaged than isolators, but they still ignore the value of social support at work. Compared to isolators, resistant supporters are more than 5X MORE likely to voluntarily make-up work for a colleague. Yet, they still usually don’t get along with co-workers or supervisors and are far less likely to be satisfied with their jobs than supportive workers. Even though they tend to receive more promotions than unsupportive workers, the majority of resistant supporters cannot expect a promotion in the coming year.

CONNECTORS (score 37-40): Compared to resistant supporters, they are 2X as likely to be engaged at work, 2X as likely to voluntarily make-up work for a colleague, and much more likely to get along with co-workers and supervisors. Despite these accomplishments, supportive workers are no more likely than resistant supporters to get a promotion.

WORK ALTRUISTS (score 41 and above): Work altruists are especially likely to get promotions– about 2 out of every 3 work altruists can expect a promotion in the coming year! Compared to people giving less support, work altruists are by far the most engaged at their jobs, the most likely to voluntarily make-up work for colleagues, to voluntarily contribute to the larger company, and the vast majority have extremely positive relationships with their co-workers and supervisors.