In the last Monday edition, human resource was presented as the most critical success factor in the financial value chain. It was posited that human resource is not merely one of the factors of production, it is the engine that drives all others. Today, attitude is being presented as that attribute of human resource that is the pivot.
Human capital, the collective skills, knowledge, and abilities possessed by individuals, is widely recognised as the most valuable asset of any organisation. Yet, among all its components, attitude stands out as the most pivotal attribute that determines how effectively human capital contributes to organisational success. While technical competence and intelligence are important, it is the right attitude that shapes behaviour, influences teamwork, and sustains productivity over time.
Attitude points to an individual’s mental and emotional orientation toward work, colleagues, and challenges. It encompasses one’s mindset, motivation, and response to situations. A positive attitude fosters enthusiasm, resilience, and openness to learning, whereas a negative one breeds resistance, complacency, and conflict.
In essence, employees’ attitudes determine how well their skills and knowledge are applied. Two individuals may possess similar qualifications, but their performance outcomes will differ significantly if one approaches tasks with optimism and commitment, while the other shows indifference or pessimism.
Organisational growth thrives on productivity, the efficient conversion of effort into results. Employees with positive attitudes tend to exhibit higher energy levels, stronger work ethics, and greater willingness to go the extra mile. They do not merely perform duties; they take ownership of responsibilities, look for better ways to achieve results, and inspire others through their example.
A positive attitude also enhances teamwork. In an environment where collaboration is key, individuals who demonstrate respect, patience, and adaptability create harmony and trust. This in turn boosts collective efficiency, reduces conflict, and fosters a culture of mutual support, all of which are essential for sustained economic growth.
As regards the relationship between attitude and skill, while skills may open doors, attitude determines how far one goes through them. In many organisations, technical skills can be taught or upgraded through training, but cultivating the right attitude requires deliberate personal and organisational effort. A person with the right mindset will seek improvement, embrace feedback, and adapt to new challenges. These are attributes that are increasingly vital in a dynamic business world.
Employers often prioritise attitude in recruitment because they understand that competence without character can be counterproductive. A highly skilled employee with a poor attitude may disrupt teamwork, resist change, or lower morale, ultimately harming the organisation’s performance. Conversely, an individual with a strong work ethic and positive outlook often grows rapidly and adds long-term value.
An organisation’s culture reflects the collective attitudes of its workforce. When positive attitudes prevail, they create a culture of excellence, accountability, and innovation. Employees are more likely to share ideas, take initiative, and support each other in achieving common goals. Such cultures attract and retain talent, enhance customer satisfaction, and strengthen corporate reputation.
On the other hand, a culture dominated by negative attitudes, blame-shifting, apathy, or resistance to change, stifles creativity and discourages progress. Hence, leadership must consciously shape and model the attitudes that align with the organisation’s mission and values.
With regard to building and sustaining the right attitude developing a positive attitude is both an individual and organisational responsibility. For individuals, it begins with self-awareness, recognising how thoughts and emotions influence behaviour. Continuous learning, gratitude, and resilience are key habits that reinforce positive attitudes.
For organisations, attitude development should be part of human resource strategy. This can be achieved through regular motivation sessions, team-building activities, recognition systems, and leadership that models integrity and optimism. Mentorship and coaching also help employees align personal goals with organisational vision.
In a world of constant change, driven by technology, competition, and globalisation, adaptability has become a critical success factor. A positive attitude enables employees to accept change, learn new skills, and turn challenges into opportunities. It is the mental flexibility born from a constructive outlook that keeps both individuals and organisations resilient in uncertain times.
While knowledge and skills form the foundation of human capital, it is attitude that gives it life and direction. The right attitude transforms potential into performance, knowledge into wisdom, and challenges into achievements. Organisations that prioritise positive attitude as a core element of their human capital strategy not only enhance productivity but also build stronger, more adaptive, and innovative teams.
Ultimately, attitude is the invisible force that turns human capital into a catalyst for growth. It determines not just how people work, but how they think, relate, and create shared value. As the saying goes, “Your attitude, not your aptitude, will determine your altitude”. This is a timeless truth for both individuals and organisations striving for lasting business success.