Happiness At Work #107 ~ leadership lessons for us all

How can we all draw from some of the latest (and some of the oldest) leadership thinking to increase our own happiness and success at work, and the happiness and success of the people we work with, whether or not we have formal leadership written into our job descriptions?

This week’s post draws from and deliberately considers some of the latest and most influential ideas about leadership alongside our thinking about happiness at work.

And, because we know that our happiness is hugely affected by our own thinking and behaviour, we take this same principle through into accepting the contemporary challenge for us all to be able to bring leadership capabilities and intelligence to our work now, whether or not our job title explicitly recognises this to be part of our role.

All of these articles are collected with many others in this week’s new Happiness At Work edition #107.

 

Organisational Change Can Start Wherever You Are

By Jesse Lyn Stoner

Do you wish senior leaders would make some changes in your organization?

Instead of waiting and wishing for someone from above to provide leadership, you can make a significant impact no matter what your role is.

“Most people think of leadership as a position and therefore don’t see themselves as leaders.” (Steven Covey)

The assumption that organizational change has to start at the top is wrong.

Peter Senge says to “give up traditional notions that visions are always announced from ‘on high’ or come from an organization’s institutionalized planning process.

Michael Beer of Harvard Business School agrees. “Managers don’t have to wait for senior management to start a process of organizational revitalization.”

You might be wondering, “How can I change my organization when my boss and senior managers can’t?” The truth is, you have more power and influence than you might think.

Make your own world better.

The place to start is in your own backyard. What is your sphere of influence? Consider not only your position, but your sources of influence.

You have the greatest opportunity to provide leadership with your own team. Focus your leadership efforts on:

  1. Helping your team identify a clear purpose and the practices to achieve it.
  2. Providing access to resources, removing roadblocks, representing your team in the larger organization and protecting them from demands from on-high that will derail them.

Don’t try to do it alone.

If you just announce the changes you think need to be made, chances are they won’t be implemented well. Provide leadership by focusing your team’s attention on the right questions and involving them in finding the answers.

As a team, discuss these questions:

1. What is our purpose? What is the value of the service we provide?

2. What would we look like if we were magnificent at fulfilling our purpose? What would we accomplish? What results would we see?

3. What could our relationships look like? -with each other on the team and with other departments?

4. How would we be working together? What would be happening and not be happening?

Once you are in agreement on the vision, you can begin to look at changes you need to make that will help you get there. Start with changes that are within your control as a team – internal communications, coordinating efforts, decision-making. Consider creating a Team Charter.

The Ripple Effect

As your team changes and begins to thrive in new ways, others will notice, and like the ripple effect, it just might begin to spread to other areas of the organization.

Link to the original article

 

 

How to Grow Your Emotional Intelligence

 

How to Influence Your Manager: Passive Versus Proactive Followership

from the book, Followership: What Is It and Why Do People Follow? by Laurent M. Lapierre and Melissa K. Carsten

…Followers are essential to any organization. Without followers there are no leaders and without proactively engaged followers there is little room for company growth. Proactive followers are not ‘yes people’. They support their leaders by questioning their assumptions and offering competing views on how to overcome important challenges. In the current climate, a lack of proactive followership may lead to company-wide failure. There is however, a fine line between constructive and destructive behavior.

Excluding situations where a boss continues to make decisions to the detriment of the organization and its people, it’s important to balance the line between a passive and proactive follower.  A passive follower is one which is strictly obedient and refrains from questioning their leader’s decisions or ideas even if they disagree. Conversely, a proactive follower is one that contributes to decisions which affect the group and displays independent thinking. As such, this style of followership is more of a partnership.

So, if you are given the opportunity to actively influence your leader, how do you do so constructively?

Offer Your Expertise, Not Your Inexperience

Evaluate the worth of your advice before you give it– where does this come from? Can you support your advice with experience? Have you thought about the potential implications? By holding back on weakly grounded ideas, or by exaggerating their worth, you could be hindering the decision process. Play devil’s advocate. Ask yourself whether the information is significant to the manager’s decision, and whether the decision is based on solid evidence or facts. If not then it may be advisable to keep quiet and let another colleague have the opportunity to voice their experience in this situation.

A proactive follower is one that contributes to decisions which affect the group and displays independent thinking. As such, this style of followership is more of a partnership.

 Be a Trusted Contributor

Regardless of whether you are largely a passive or proactive follower, if there is no trust you cannot influence, and it is a key factor on the leader / follower partnership. A passive follower has to be trusted to do their job to the best of their ability and a proactive follower needs to give trustworthy advice.

If a proactive follower gives their advice in a manager relationship where there is no trust, the leader may see the guidance and involvement in decisions as a threat to their position. In this occasion it may be wiser to display passive behaviour. The more that the subordinate shows that they have earned the manager’s trust; it is more likely that the proactive followership will be well received.

Be Aware of your Manager’s Stress Levels

We have all been there, when a sudden deadline means you have to react swiftly. During these times your manager will be have a limited time to make a decision. Decision making delays such as challenging assumptions or even their logic can lengthen the process and this delay could actually be costlier than accepting the leader’s decision. Displaying proactive followership should only be done if the opinion or challenge will significantly improve the final decision. Otherwise the advice will be treated with contempt or manifest itself into distrust.

Link to read the original Switch & Shift article

 

A Googler’s Critique of Google Performance Reviews

This post was written anonymously by a current Google and former Microsoft employee.  It details the author’s perspective on her first-hand experience with Google’s performance review system.

“Confidence… thrives on honesty, on honor, on the sacredness of obligations, on faithful protection and on unselfish performance. Without them it cannot live.”  –Franklin D. Roosevelt

Institutions are built on the trust and credibility of their members. This maxim holds true for employees and their employers just the same as it does for citizens and their government. Whereas the electoral process in modern democracies allows you and me to rate our government’s performance, performance rating systems make employees the subject of evaluation. In both cases, however, faith in the integrity of the process is the only thing that ensures order.

Managing a performance rating system that motivates, rewards, and retains talented employees across an organization tens of thousands large is a grueling, never-ending challenge. How does an organization balance values core to its DNA and its continued success — merit, openness, innovation, and loyalty — all while maintaining perceptions of fairness?

As someone who has lived through cycles of the ever-evolving performance evaluation and rating mechanisms at tech giants Microsoft and Google, a few observations emerge:

Forced curves undermine the spirit of collaboration and foster a mindset of hoarding pie instead of expanding it

There are particular specialized organizations that benefit from having a defined numerical goal. For example, a quarterly sales quota is a very clear measuring stick, as are portfolio returns, bugs resolved, or customers satisfied. But absent specific, level measures of productive output, large firms face the uphill battle of linking performance to rewards.

When you force fit a curve to the array of employee responsibilities, which vary in scope and complexity, it becomes virtually impossible for one lowly employee to pinpoint what distinguishes “good” from “poor” or “great”.

I’ve found myself asking, “Did I score well because I put in the hours or because I got an easy draw?” Or, “Is managing a profitable line of business more merit worthy than building a floor for a failing business?”

In my experience, people managers suffer through this ambiguity just the same. Despite the wealth of data they have about their direct reports, they’re unable to articulate the rationale (or broader context within the cohort) underlying the numerical scores they assign. And in the absence of transparency or an understanding of how individual contributions compare to team success, self-preservation rules supreme.

And even with the recent moves away from strict numerical curves, there remains a finite pool of awards to be distributed, which doesn’t reflect the mentality they’re trying to foster.

Celebrating performance through evaluation cycles (quarterly, semiannually, annually) creates a sense that every day work does not matter

The climb toward credible ratings grows steeper when you divorce an accomplishment from recognition with an annual or semiannual review. The emotional impact of a successful presentation or a new policy is nowhere to be found in a set of six month old notes. Worse still, seeing changes to compensation or a performance rating system in response to months old polling data address past concerns (and possibly the concerns of past employees).

Even data-rich, data-loving companies shy away from being transparent about how they arrive at individual ratings which produces a perception of arbitrary assessment and a false notion of precision

How do employees adapt and improve if they aren’t working at the trading desk or privy to examples of exceptional performance? They turn to Glassdoor, HR brochures, or worse of all, personal anecdotes to bolster their own assessment of whether they are receiving a “fair” deal. Unfortunately, not one of these third party sources has the nuanced understanding of an employee or his/her team necessary to provide context. What’s often left is a broken, trust-less relationship.

Performance rating systems are reactive and intended to buoy the ship against alarming trends in survey data and rates of attrition; improvements and tweaks are subject to lengthy implementation cycles

Employers seek to improve their performance rating systems and do so by soliciting regular feedback from their employees. The intention is that a system designed in collaboration will better serve all and engage employees. Where these good intentions run awry is at the implementation stage — it takes at least one quarter for to synthesize feedback and evaluation potential changes. The feedback loops for employee performance as well as the performance review system are out of sync with actual job performance and employee sentiment.

How to Do Better

So what can these firms do to win the war for credibility? Be transparent. Throw open the doors and share the notes. Make measurement and compensation public. Have peers drive the rating process. The power of transparency is well understood. There are already measures in place to build engagement among employees and alignment within teams:

• Empowering employees to reward one another

• Have everyone share in company profits (e.g. stock awards or profit sharing)

• Create awards for exceptional team performance (e.g. working across divisions or elevating the division through combined efforts)

• Pool risk vertically (e.g tying manager performance to team performance)

Increased context and knowledge builds comfort and trust for employees and managers alike. When employees know how they’re measured, there’s less room for suspicion. And when they know can connect the dots between individual performance and team success, there’s greater job satisfaction.

Ultimately, the goal of a performance rating system is to reward and retain capable employees by keeping them happy and feeling like they have a fair deal.

Transparency goes a far way toward lending credibility to the process and building commitment to the company, but it isn’t a silver bullet. Giving employees greater flexibility in what they take on and the efforts they lead also builds a sense of ownership and commitment. Opportunities such as 20% projects (wherein employees spends 20% of their time working on something about which they’re passionate) or cross organizational initiatives (e.g. building a volunteering program) are excellent examples of empowering employees through choice. But there’s room for this notion of self direction to go even further — a completely open allocation (e.g. 100% self directed time) or letting employees choose their manager are two programs I would certainly sign up for.

What it boils down to is that employees want to know how they are being evaluated and want to know that they’re making conscious choices. Because while you vote with a punch card at the election booth, in the workplace you vote with your feet.

Link to read the original article in full

 

Ditch the Fear, Leaders Need to Create a Culture of Fun

from 360degree feedback: A Leadership Blog

Many people agree: a workplace culture of fear limits employee engagement, productivity, and retention—and by turns, the bottom line. But often, leaders aren’t cognizant that they’ve created that environment. However, Gallup surmises that lost productivity due to lack of employee engagement costs U.S. companies $300 billion annually. Other studies show that happier—and therefore more engaged—employees are more likely to be more “creative, productive, and committed.” In other words, good leadership doesn’t have to be with an iron fist—in fact, more often, it shouldn’t include iron or fists at all.

One way for leaders to ensure that they aren’t creating a culture of fear is to consciously do the exact opposite—create a culture of happiness and fun. Which can be daunting; after all, to some leaders, “fun” might seem frivolous, and other leaders might see “happiness” as the employee’s responsibility. However, just a few changes to the environment can make all the difference to an employee’s productivity.

To start, you can try something small, like improving consistency, timing, and relevancy of your performance feedback. It’s hard to capture everything an employee has done over a year in just one annual review; sending an email, writing a quick note of thanks, or even just a little face-to-face recognition once or twice a week can help your employee feel valued and therefore happier. To get into the habit, try choosing one day each week (Feedback Friday, perhaps) when you’ll focus on something each of your employees has accomplished in the previous week.

Once you’ve mastered regular, timely feedback, try creating a culture of celebration—the wins, the triumphs, the key learnings your team experienced are all worth public note. Gather your group together (whether for a quick conference-room meeting or even an after-work happy hour) and let everyone know what their teammates have been up to. You’ll show your employees their worth, and you could be starting to create a stronger, more supportive and reciprocal team atmosphere.

To continue creating a fun workplace, allow your staff to actually have fun. Let them bring their personalities into the office. It doesn’t have to be extensive, and you can certainly set limits, but remember that employees often like to feel comfortable in their work-spaces, and that can start with a little decoration. You can lead the parade in your own work-space, by adding hints or bursts of decoration, and you can even go a step further by adding a level of relaxed enjoyment through daily banter. Once your employees see you acting that way, they’ll likely follow suit.

Link to read the original article

 

4 Surefire Ways to Foster Creativity in Your Organisation

By ,

Here are 4 Surefire Ways to Foster Creativity in Your Organization

  1. Pet Projects. Institute time and resources for employees to fund and work on pet projects. This is time spent away from teams and leadership who can stifle creativity simply because of their natural influence on the employee. A simple remark from a manager can redirect an employee’s focus, and potentially move them away from creative solutions. This doesn’t have to be uncontrolled free time; you can develop timelines and budgets to ensure productivity and output expectations are in place.
  2. Coach. Some organizations, such as Chipotle, have begun rewarding staff based on their ability to produce and promote successful team members, rather than their skill at boosting the bottom line. Managers manage, leaders lead — but coaches develop their employees, identify their strengths, and push them away from failure and towards success.
  3. Upend Reviews. The typical review process ensures that an employee’s goals align with the organization and provides the employee with constructive criticism on how they can improve their performance. It could be argued that an employee’s performance isn’t the responsibility of the employee, but instead, of the leaders they work under. Upend your reviews, and have your employees review the leadership of the company to garner feedback on what type of environment they require to increase creativity. Then, make the necessary changes.
  4. Reward Risk. Many of the most monumental failures both educate and drive change in an organization. You don’t want to risk your company, but it’s time to eliminate the “Employee of the Month” politics and, instead, develop a program where creativity and risk are rewarded. Don’t single out one employee — identify a positive result attained from each employee, and recognize them for their creativity. Then, sit back and watch the inspiration and genius blossom!

We Are in the Age of Creativity

In his book Linchpin, Seth Godin says it best:

“The job is what you do when you are told what to do. The job is showing up at the factory, following instructions, meeting spec, and being managed. Someone can always do your job a little better or faster or cheaper than you can. The job might be difficult, it might require skill, but it’s a job. Your art is what you do when no one can tell you exactly how to do it. Your art is the act of taking personal responsibility, challenging the status quo, and changing people. I call the process of doing your art ‘the work.’ It’s possible to have a job and do the work, too. In fact, that’s how you become a linchpin. The job is not the work.”

If we’re to overcome the stagnation we’ve institutionalized within our national education and management systems, it’s going to require dramatic change. I hope each of us will embrace the change needed to foster creativity within our organizations.

Link to read the original article in full

 

7 Secrets Of Happy Small Business Owners

by 

Here are the top 7 secrets of happiness from everyday small business owners that we can all learn from…

1) Associate with a Good Cause

When things get hectic or frustrating around the office, it will help your mental state to remember you are also working to make the world a better place. To feel the most fulfillment, do more than just donate money. Participate in charitable events, lunches or meetings. You’ll meet great people, become more connected to the cause, and experience increased levels of happiness. The human brain releases a pleasure inducing chemical after altruistic actions — it’s that simple!

2) Work & Life Balance

However much you may love your job or business, it can’t truly replace the psychological fulfillment of family, friends or fun! It may sound cliche, but having a work and life balance will make you a happier worker. The happiest small business owners make ample time for family and entertainment, even if it’s just on the weekend. Not only will your family dynamic be improved by your presence, spending time with family is proven to lower stress levels and increase one’s overall happiness. The trick to making quality family and friend time work, however, is to avoid talking about your job or business! For those without families, you can experience the same effects from pursuing a hobby that interests you, even if it’s as simple as reading a book!

3) Disconnect & Recharge

Similar to maintaining a healthy work-life balance, small business owners who describe themselves as “happy” agree that taking time to disconnect and recharge every day greatly contributes to their sense of well being. You should take a midday break, and disconnect in the evenings. Walking around (hopefully outside) at lunch actually helps get your creative juices flowing. Once you get home, giving yourself a break from emails and app alerts in the evenings will lower your stress levels and improve the quality of your sleep. After all, you’re the brains behind your small business operation, don’t you want to give the ole’ cerebrum a chance to rest?

4) Get to Know Your Team

Water cooler chit chat may seem like an unproductive use of time, but getting to know your employees well will dramatically increase the quality of your work life. Not only will you be able to decipher who your most trusted and valuable assets are, but when you have a good relationship with your employees, you’ll find that you derive pleasure and happiness from their individual successes right along with them.

5) Be Your Own Biggest Fan

There’s no way around it: words of encouragement make you feel better. While it’s important to remain grounded in reality, don’t hesitate to give yourself a pat on the back when you deserve one. Being cheered on makes you feel great, but there might not be someone around to give you kudos for many of your accomplishments. It may seem a bit silly at first, but trust us, you’ll experience the positive mental boost even if you’re congratulating yourself.

6) Open Communication

Don’t let frustrations or innovative ideas build up — that sort of stress can take years off your life and dramatically impact your day-to-day happiness. Instead, develop workplace strategies to clear the air, and open up the communication channels amongst your team. Small business owners rate “good intra-team communication” as one of the key factors to an improved quality of work life. So long as you’re respectful and constructive, there is no reason to keep your thoughts and feelings hidden. Try holding weekly retrospective meetings, or giving the Kaizen philosophy a try! It’s a great idea to not only express your constructive criticisms, but also your hopes and dreams for the company. Being heard and understood simply feels great!

7) Focus on Accomplishing Small Tasks

It can feel daunting and overwhelming to work for months on end to accomplish a major business goal. Instead, visualize longer-term objectives as a series of individual tasks that you must accomplish. This way, you’ll get to enjoy the encouraging sense of achievement more often. Accomplishing tasks (and then giving yourself kudos for it!) more frequently will help you stay motivated and increase your overall feeling of job satisfaction.

Link to the original article

 

Marcus Aurelius: Debts and Lessons

Aurelius, the ruler of the Roman Empire for almost two decades, was also the author of the immortal Meditations

“The questions that Meditations tries to answer are metaphysical and ethical ones,” Hays writes. These are timeless questions that we are still asking. Why are we here? How can I cope with the stresses and pressures of daily life? How can I do what is right? How can I cope with loss and pain? How can I handle misfortune? How do we live when we know that one day we won’t?…

From his adopted father, Aurelius learned:

Compassion. Unwavering adherence to decisions, once he’d reached them. Indifference to superficial honors. Hard work. Persistence. Listening to anyone who could contribute to the public good. His dogged determination to treat people as they deserved. A sense of when to push and when to back off. … His searching questions at meetings. A kind of single-mindedness, almost, never content with first impressions, or breaking off the discussion prematurely. His consistency to friends-never getting fed up with them or playing favorites. Self-reliance, always. And cheerfulness. And his advanced planning (well in advance) and his discreet attention to even minor things. His restrictions on acclamations-and all attempts to flatter him. … His stewardship of the treasury. His willingness to take responsibility—and blame—for both. … And his attitude to men: no demagoguery, no currying favor, no pandering. Always sober, always steady, and never vulgar or a prey to fads.

Link to read the original article in full

Businesswoman

working woman

 

High performance leadership: You can’t lead when you’re running on empty

by 

Here are some words for the wise on high performance leadership:

1. Take care of yourself

If you aren’t displaying high performance leadership, it affects your clients, your employees and your family. Are you working out? Do you get enough sleep? How’s your nutrition? What changes do you have to make to be able to stay in top form not just today — but for the long-haul?

2. Keep short accounts

When issues come up between people it takes time and energy to resolve them. That’s time and energy that you could be using to get work done! Most days it feels so much more rewarding to get that work done than to have some dramatic conversation resolving things with a co-worker. But over the long-haul those unresolved conversations become like weights dragging down the performance of your whole team. Take a minute to apologize when you blow up, or resolve issues when you become aware of them. Not only will you be free from that weight, but dealing with those issues in the moment will mean more productivity in the long run.

3. Be brave…

Your team is there to support you. If you have the right team they wantyou to succeed. So let them know what you need from them. Be clear.

You need things from them. Be clear, and ask for what you need.

4. …and kind.

Catch some people doing something good — let them know how much you appreciate their support. When we are paying their salaries it can be easy to think, “Why do I have to thank them, I’m paying them!” Even when you are being paid, it feels good to be thanked, to have your efforts recognized. And, for some people, that “thank you” means more than the paycheck.

Link to the original article

 

Remembering Warren Bennis

by Art Kleiner, editor-in-chief of strategy+business

Warren Gamaliel Bennis passed away on July 31. For those of us who personally knew this influential writer and commentator on leadership and organizations, one of his most notable attributes was his understanding of the paradox of human nature: our ability to simultaneously drag ourselves down and rise to great heights. His famous aphorism—that while managers know how to do things right, leaders know how to do the right thing —is one of his many legacies; it’s a guiding principle for anyone with influence. Risk-averse decision makers, Warren said, don’t become effective leaders, because excessive caution keeps them from doing anything important.

While managers know how to do things right, leaders know how to do the right thing.

Of course, doing the right thing is far harder than many leaders want to admit. Warren set impossibly high standards for himself, but he also forgave himself (and everyone else) full-heartedly for not meeting them. This forgiveness was one reason, I think, so many people were drawn to him. He never let us forget our potential, or feel limited by our failure to realize it.

He was a living symbol of pragmatic humanism: the ability of people to make a better world by mustering the efforts of our imperfect selves toward perfect ends. And he was an uncommonly prescient observer of the political and social milieu of his time. He foresaw the collapse of Russian communism (in the 1960s), the dangers of total transparency (people need a little secrecy to collaborate across boundaries), and the cultural colloquy between young and old (articulated in his terrific book Geeks and Geezers, coauthored with Robert J. Thomas and published in 2002, when Warren was 77 years old.)

Warren’s personality, which was visible in everything he did, was one of erudite conviviality and perceptive generosity. He was an incorrigible, but discreet gossip—interested not in spreading the worst about other people, but in sharing insights about their essential selves.

…another classic Bennis idea, “the unconscious conspiracy,” which proposed that, unless leaders are careful and skilled, the realities of everyday life will always combine to drag them away from their true purpose.

Link to read the original article

 

The Four Leadership Lessons Millennials Really Need

by Steve Denning, who writes about leadership issues from a Millennial perspective.

1. There is no Eureka moment

Everyone tells you to “follow your dream.” But few of us in our twenties actually know what that is. At this point in our lives, we’re still exploring. In her bookThe Defining Decade: Why Your Twenties Matter, psychologist Meg Jay describes the twenties as a “developmental sweet spot that comes only once.”

What people don’t tell you is that your calling develops over time. It doesn’t come to you in an epiphany. In How to Find Fulfilling Work, Roman Krsnaric writes: “I regularly hear people lament that they are ‘still searching for their vocation’ or envying others who have ‘found their ultimate calling.’ […] Their search, however, is almost certain to be unsuccessful. Not because vocations do not exist. But because we have to realize a vocation is not something we find, its something we grow – and grow into.”

Dan Pink offered a similar perspective in his Weinberg College commencement speech: “The smartest, most interesting, most dynamic, most impactful people … lived to figure it out…. Sometimes, the only way to discover who you are or what life you should lead is to do less planning and more living— to burst the double bubble of comfort and convention and just do stuff, even if you don’t know precisely where it’s going to lead.”

2. 100 percent is easier than 98 percent

It’s not news that winning at life requires good execution. But why do we still have such a hard time actually getting things done? In his book The Happiness Hypothesis, Jonathan Haidt writes: “The mind is divided in many ways, but the division that really matters is between conscious/reasoned processes and automatic/implicit processes. These two parts are like a rider on the back of an elephant. […] Learning how to train the elephant is the secret of self-improvement.”

One way to train the elephant is to form habits. By forming a habit, you train your brain to go into autopilot. Which is why, to steal the line from Clayton Christensen, “100 percent of the time is easier than 98 percent of the time.” By making it a rule, you are removing the decision-making part of deciding to do an activity. This is especially critical for activities we don’t want to do. Exercise, diet, studying for the GRE, paying bills, you name it. If you skip it just once, you are sending a signal to your brain that you can skip it. From there, it’s a slippery slope. You are back to having to decide whether to exercise or watch TV. And very rarely will exercise win that battle.

Turning long-term goals into habits is especially critical. Malcolm Gladwell has reminded us in Outliers: The Story of Success that to become an expert you need to put in 10,000 hours. That’s about equal to 5 years! Putting in that kind of time requires discipline. But if you don’t actively take control of what you spend your time on, your expertise could easily become Facebook or Candy Crush. And no one wants that. Shane Parrish in Farnam Street elaborates on how procrastination can engulf you. If you don’t control your own mind, your mind will control you.

David Foster Wallace addressed this brilliantly in his Kenyon commencement speech in 2005: “[L]earning how to think really means learning how to exercise some control over how and what you think. It means being conscious and aware enough to choose what you pay attention to and to choose how you construct meaning from experience.”

Psychologically, many of us find it easier to say we never tried than to say we tried and failed. Don’t be that person. Be the doer, not the dreamer, no matter how hard.

3. Networking: Become the buyer, not the seller

The problem with networking today is that most people see themselves as the seller and the person they are networking with as the buyer. People are so uptight that it isn’t fun for anyone. Reframe the situation: you are now the buyer. You will have much more fun and it will lead to a much more fruitful meeting.

The good news is once people start actively “networking,” they actually likedoing it. Dr. David Hamilton explains that “doing good deeds triggers an increased level of dopamine in the brain. The good feeling associated with this is commonly known as Helper’s High.”  This principle is also documented in the Ben Franklin effect. You are more likely to do a favor for someone that you have previously also helped.

It’s important because it has been shown that how you get your future jobs or salary raises is often not through your immediate circle of friend, but your acquaintances. The economist James Montgomery studied the concept of “weak ties” and explains “that weak ties are positively related to higher wages and higher aggregate employment rates.”

Networking might seem like a high investment in time. But the reward (both for your work and your happiness) will be well worth it. Most people know who they want to get coffee chats with or who they can connect with for the benefit both parties. The difference is that the best networkers actually act on it.

4. Trust yourself: no one has the right answer

Recent graduates often wait for the moment when they will be 100 percent in control — the moment when they will have graduated to be a full-blown “grown up.” The truth is that that moment never comes. Everyone is fudging it.  “You’ll meet a lot of people who, to put it simply, don’t know what they’re talking about. … Develop your own compass, and trust it.” says Aaron Sorkin.

Ultimately you have to trust your gut. Steve Jobs still said it best, “Believing that the dots will connect down the road will give you the confidence to follow your heart even when it leads you off the well-worn path.”

People often conflate success with salary and job title. But life is composed of so many variables. It is subject to change at any given moment.  Real success is a long-term game. The only thing you can control is yourself: your will, your desire, your perseverance. Success will follow whoever wants it most.

Link to read the original Forbes article

 

Happiness At Work edition #107

See more articles about leadership and learning, creativity and happiness at work in this week’s new collection

Happiness At Work #106 ~ so much more than a nice to have feeling

The world of work is most definitely changing.  A whole variety of irresistible social, economic, technological and human forces are combining to revolutionise, not just for how we work, but the fundamental reasons at the heart of why we work and what we expect in return.

Our growing intelligence about happiness at work lies in the engine room of this revolution, encapsulated, informed and enriched by an increasing pressure for higher levels of work fulfilment and our increasing intelligence about what this means – whether this is articulated in the drive for greater employee wellbeing and engagement, or the drive for greater meaning and recognition for what we do, or in the drive for greater flexibility, autonomy and work-life balance in how our work is organised.

Happiness at work as an idea is gaining credibility and traction, but it is still not always easy to present as a call to action inside apparently more important and urgent organisational concerns such as uncertain economies, overloaded work demands, escalating accountability requirements and ever-increasingly complex and insistent customer and staff expectations.  Happiness is considered by many as too slight, too subjective and personal, and/or too transient a thing to be the proper concern of a serious workplace.

But our contemporary sciences are building up compelling evidence to show that happiness is so much more than a nice to have feeling.

Happiness at work means feeling that we are achieving our potential.  It is mixed and made from high levels of commitment, confidence, conviction, contribution in a culture that aligns with our best selves and provides us with ample amounts of pride, trust and recognition (Jessica Pryce-Jones 5 C’s Science of Happiness model)

Or, if you prefer, it is work that brings us high quality positive emotion and engagement and relationships and meaning and accomplishment ( Martin Seligman’s PERMA model for flourishing.)

We now know that, at most, only half of our happiness is comes to us as our genetic predisposition, and, even more surprisingly, only 10% of our happiness is dependent upon our circumstances.  This means that at any time, no matter what we are facing, at least 40% of our happiness is down to our own voluntary choices: how we choose to think about things and what we choose to do.

Not only that but real revolutionary discovery has been that happiness leads to better outcomes – greater success, better relationships, higher learning, problem solving and creativity, higher performance and productivity, better and health and even a longer life – not the other way round as we used to have it.

And we can all learn to be happier.

This post pulls together stories from this week’s new Happiness At Work collection that all variously help to fill out and amplify our understanding about what happiness at work means in its fullest, most vital and imperative sense: why it matters, how it matters and what are some of the ways we can learn to harness its potency.

Maybe these ideas will be helpful to progress your own thinking and maybe they will be helpful to bring these ideas more persuasively to people you work with…?

The Importance of Happiness in the Workplace

Many people feel that if they become successful at work, they will automatically become happy. But according to Shawn Achor, founder and CEO of Good Think, Inc., that scenario should be reversed. It’s important to become happy, which will then help you become a success. Achor makes it his business to study the psychology of happiness in the workplace. He consults with organizations worldwide and regularly publishes his findings on his website (www.shawnachor .com). His ground-breaking book, The Happiness Advantage: The Seven Principles of Positive Psychology That Fuel Success and Performance at Work, was published in 2010.

It’s important to organizations for employees to be happy, and not just for the employees themselves. “The greatest competitive advantage in the modern economy is a positive and engaged workforce,” Achor says. And happiness as a concept is poorly understood, inside and outside of the workplace. In his book, happiness is defined as “the joy we feel striving after our potential.” It occurs along the way to achieving one’s potential, not just when that potential has been achieved.“This definition is crucial for leaders to understand,” Achor says.

“Without it, happiness can create irrational optimists.” He suggests that what is needed is the cultivation of “rational optimism.” The latter “requires taking a realistic assessment of the present, both the bad and the good, while maintaining a belief that our behavior matters. Rose-colored glasses will not help, but an optimistic brain will help your team overcome the biggest challenges.”

People can also help fulfill their potential by better understanding the role of social support at work. The key to remember is that giving support is even better than receiving it. “In an era of do-more-with-less,” Achor says, “we need to stop lamenting how little social support we feel from managers, coworkers and friends, and start focusing our brain’s resources upon how we can increase the amount of social support we provide to the people in our lives. The greatest predictor of success and happiness at work is social support. And the greatest way to increase social support is to provide it to others.”

Achor was also the head teaching fellow for psychologist Tal Ben-Shahar’s happiness course at Harvard. He found that lessons learned there could also be applied to organizations. “In the working world,” he says, “working with leaders, I began to discover that some of the same principles that caused Harvard students to rise to the top were also the same principles used by leaders to become more successful. Those seven research principles became the basis for The Happiness Advantage.” Closely related to happiness is the concept of thriving. Gretchen Spreitzer, a professor at the University of Michigan’s Ross School of Business, and her coauthors delineate this concept in their paper “Thriving at Work: Toward Its Measurement, Construct Validation, and Theoretical Refinement,” published in the Journal of Organizational Behavior.

“Thriving is like happiness in that it also involves the experience of positive emotions,” Spreitzer says. “But it is focused on a specific type of positive emotion—what we term as vitality or energy. When people are thriving in their work, they feel alive at work. Their work is literally fueling them with energy. But thriving is also more than positive emotions. It also includes a sense that one is growing, learning or getting better at what they are doing. This suggests that thriving is about making progress or having positive momentum rather than languishing or feeling stunted.”

Everyone at work can consciously help themselves to thrive more. Some basic strategies involve managing energy by sleeping well, eating a balanced diet that includes frequent high-protein snacks, and taking breaks, ideally every 90 minutes. But Spreitzer and her colleagues also found that the way people engaged in their work had an effect on how well they thrived. “When individuals engage their work in a way that helps others, learn new things, and find meaning in their work, they report higher levels of thriving,” she says. “So the challenge is for individuals to find ways to craft their work so they have more relational connections, more chances to try new things, and can see more of the impact in what they do.”

This research suggests that leaders can create the kind of workplaces that can help people thrive. Spreitzer says, “Leaders can (1) provide their people with more opportunities for decision making discretion, (2) share more information about the organization, its strategy, and competitors, (3) set and reinforce norms that promote civil and respectful behavior, and (4) offer performance feedback, especially about what is going well. When leaders create workplaces with these characteristics, their people feel like they can grow, develop, and thrive in their work.”

Fully engaged, thriving employees finish the day not depleted but, Spreitzer contends, “with energy for their family life, hobbies, and community service.”

Link to the original Leader to Leader article

Why Happiness At Work Really Matters

by 

Are you happy at work? Are the people you work with happy? Should you even care as long as the job is getting done?

It turns out you should – happy companies are more successful on a range of metrics – but creating a happy work environment is counterintuitive. Research and practice both show that what makes people happy in the workplace is not obvious, and relatively easy to provide things like good pay, free food or perks, are over-rated.

The benefits of happiness at work

Researchers from the University of Warwick in the UK found that people who are happy at work are about 12% more productive. Shawn Anchor, author of The Happiness Advantage, has quantified the benefits of a happy company – sales increase by 37%, productivity 31%, and accuracy on tasks improves by 19%, not to mention the health and quality of life improvements for staff.

You might think providing perks such as free food, massages in the office, on-site medical services and gym facilities, would ensure a happy workforce. Google has led the way in perks for some time, even ensuring its building designs are fun (like the slide at its Zurich office pictured above).

But the equation is not that simple – it’s not just a case of perks in, happiness out. While such benefits are helpful in attracting people to work at your firm, they are not that effective at improving company performance. No wonder Google is keen to stress that it’s passion not perks that are the biggest contributor to its success.

Part of the problem is that humans are incredibly good at adapting and we get used to almost anything – good or bad. The classic study on this was done by Philip Brickman, Dan Coates and Ronnie Janoff-Bulman at the University of Massachusetts in 1979. Comparing lottery winners to accident survivors who were paraplegics and quadriplegics they found no significant different in general happiness. People who had won big on the lottery were happy about their good fortune but in fact took less pleasure from everyday activities than the accident survivors.

Salary is not the key to happiness either. It actually comes in to play as a factor of unhappiness – we will be unhappy if we think others in our company or industry are being paid more to do the same task.

Princeton study found that people who are highly paid are relatively satisfied but are barely happier day to day, tend to be more tense and do not spend their time doing more enjoyable things, than lower paid people.

Alexander Kjerulf, a Danish management consultant, who styles himself the Chief Happiness Officer and has advised Ikea, Lego, Oracle, Tata, and Pfizer amongst others, says that results and relationships are actually the most important factors for ensuring people are happy at work. Gallup research backs him up – perks are less important than engagement, which occurs when staff feel they are contributing to something significant.

Tech investor Craig Shapiro tweeted his “org chart for happiness”. On the work side he highlights “fulfillment”, which is in turn a function of productivity, recognition and giving. In other words doing worthwhile work that others appreciate, while also giving back to others, is Shapiro’s recommendation for happiness.

Zappos CEP Tony Hsieh literally wrote the book on happiness in tech. In Delivering Happiness he describes how he built the corporate culture at Zappos by valuing happiness. While Zappos operates some quirky policies eg new hires are offered $2,000 if they decide to quit after the first week, Hseih’s book also highlights the importance of things such as helping staff grow (both personally and professionally), ensuring customer service is everyone’s responsibility and building strong relationships with your team.

Taking inspiration from firms like Zappos, Moo.com, Valve, Buffer and Mailchimp, there’s even now Happy Startup School, which aims to educate entrepreneurs in how to create happy, sustainable and profitable businesses.

Kjerulf, the Chief Happiness Officer, says that while values are important “happiness at work is something you do”. Here’s five tips he offers to foster it at your company:

1. Random acts of workplace happiness. When was the last time you brought a co-worker a cup of coffee unprompted or without warning? Scientific research shows that the random element of these acts really matters. The pleasure/reward centre of the brain is less active when we know something good eg a monthly bonus, is coming, but can be stimulated up to three times as much when the act is unexpected.

2. Hire happy people. The sandwich chain Pret A Manger says you can’t hire someone who can make a sandwich and teach them to be happy, but you can teach happy people to make a sandwich. Kjerulf also cites Southwest Airlines as a company that hires for attitude and trains for skill.

3. Stop negative behaviour. Gossip, rudeness and other negative behaviours act like a cancer at the heart of the company if they are unchecked, says Kjerulf. This is because negative emotions are three times more contagious than positive ones.

4. Celebrate success. Kjerulf consulted with Lego, which a decade ago had been brought to the brink of bankruptcy thanks to a relentless pursuit of innovation coupled with a lack of financial controls. New CEO Jorgen Vig Knudstorp announced the company’s first profit in several years at a company wide meeting but the news was greeted by silence. Lego had no culture of celebrating success and so people simply didn’t know how to react. Now item 0 on every meeting agenda is celebrating something one of the participants has achieved recently, a simple tactic which has helped transform meetings and make them more productive.

5. Celebrate mistakes. If you do then people will be more open to admitting they have made a mistake. Ben & Jerry’s has a flavor graveyard in Vermont where headstones are erected to its retired flavours including short lived flops like Oh Pear and Cool Britannia. NixonMcInnes, a British social media consultancy, in addition to measuring and tracking staff happiness every day, has a monthly event called Church of Fail, where staff are encouraged to share their failures. The company wants to make it ok to fail, because the more it fails, the more it can innovate and succeed.

Making your staff happy is not about expensive benefits, it’s about offering them meaningful work. What company can’t afford to do that?

Link to the original article

Happiness At Work with Dr Timothy Sharp

Positive Psychology is the science of thriving and flourishing. In a workplace context, it can be argued that when individuals thrive and flourish, they’re also more innovative, creative, collaborative, resilient, and ultimately, more productive. Positive organisations also attract and keep the best people so it’s a classic win-win for all involved, as Dr Tim Sharp explains in this recent interview with AIM.

Tim shares an overview of the exciting field of Positive Psychology, focusing on optimism, hope, resilience, facing up to the tough times, rewarding positives and the important of doing “the right thing”.

Link to the article with the full transcript of this video

Why Happy Workers Make Better Workers

By 

Growing interest in employee happiness is putting companies on their toes. Business press and blogs are revealing psychological findings, case studies and strategy insights that make happiness a must-have for profitable workplaces.

After issuing their Global Human Capital Trends, Deloitte concludes that workers today want more.

They want something different. They are demanding, they want meaningful work, and they expect their employer to make work more rewarding in many ways.”

So why do happy workers make better workers?

Three reasons: they care more, they give more and they stay longer

Today’s typical worker is overwhelmed. People are working harder and longer, they are constantly connected and invaded by technology and they are losing their bearings when it comes to a work-life balance.

Companies translate this into worrying leadership pipeline issues, retention and engagement numbers or talent recruitment challenges.

It’s time for workplaces to focus on employee engagement and happiness. Not because it brings more revenues and lower turnover rates, which it does, but because we owe it to ourselves turn to what truly matters:  sustainable growth through people’s wellbeing.

Link to read this article in full

The Happiest People Pursue the Most Difficult Problems

by Rosabeth Moss Kanter

Lurking behind the question of jobs — whether there are enough of them, how hard we should work at them, and what kind the future will bring — is a major problem of job engagement. Too many people are tuned out, turned off, or ready to leave. But there’s one striking exception.

The happiest people I know are dedicated to dealing with the most difficult problems. Turning around inner city schools. Finding solutions to homelessness or unsafe drinking water. Supporting children with terminal illnesses. They face the seemingly worst of the world with a conviction that they can do something about it and serve others.

For many social entrepreneurs, happiness comes from the feeling they are making a difference.

I see that same spirit in business teams creating new initiatives that they believe in…In research for my book Evolve!, I identified three primary sources of motivation in high-innovation companies: mastery, membership, and meaning. Another M, money, turned out to be a distant fourth. Money acted as a scorecard, but it did not get people up-and-at ‘em for the daily work, nor did it help people go home every day with a feeling of fulfilment.

People can be inspired to meet stretch goals and tackle impossible challenges if they care about the outcome.  People stuck in boring, rote jobs will spring into action for causes they care about.

Heart-wrenching emotion also helps cultivate a human connection. It is hard to feel alone, or to whine about small things, when faced with really big matters of deprivation, poverty, and life or death. Social bonds and a feeling of membership augment the meaning that comes from values-based work.

It’s now common to say that purpose is at the heart of leadership, and people should find their purpose and passion. I’d like to go a step further and urge that everyone regardless of their work situation, have a sense of responsibility for at least one aspect of changing the world. It’s as though we all have two jobs: our immediate tasks and the chance to make a difference.

Leaders everywhere should remember the M’s of motivation: mastery, membership, and meaning. Tapping these non-monetary rewards (while paying fairly) are central to engagement and happiness. And they are also likely to produce innovative solutions to difficult problems.

Link to read the full Harvard Business Review article

The Importance of Defining Core Values

The Social Employee Engagement platform, Officevibe, is one of this decade’s fast growing success stories.  IN this post, Gowth Manager Jacob Shrier talks through the core values that underpin the why and how they do what they do, and, very probably, the why and how of their continuing escalating success.

People don’t buy what you do, they buy why you do it – Simon Sinek

This quote is from the famous TED talk where Simon shows that if you communicate your “why”, and understand your purpose, you can sell more and be more successful.

The most interesting part, is that this is all biological, and works every time.

This might be an extreme comparison, and a bit of an exaggeration to make a point, but core values are like the ten commandments – rules to live your life by.

Core values are your company’s “commandments”, and is the foundation for making sure everyone is on the same page.

Also, hiring for culture fit becomes so much easier, because you have all of your “requirements” written down already.

As an employee, when joining a new company, if you align yourself with the company’s core values, meaning you share similar values, that, to me, is the definition of a good culture fit.

Zappos, in my opinion, is the authority on company culture. They are probably the most referenced company of a company that gets culture right, and it took them years to define their core values.

Even though our core values guide us in everything we do today, we didn’t actually have any formal core values for the first six or seven years of the company’s history. – Tony Hsieh, Zappos founder

The OfficeVibe mission and values

Mission: Build the most epic place to work, have fun and innovate.

In one sentence, if we had to sum up what we’re trying to do, this is it.

1. Without fun, it sucks.

Having fun at work is incredibly important for employee engagement. We want to let all of our employees and new hires know that we actively encourage people to have fun at work.

We often go out for happy hours, and lots of the employees play in our arcade and game room.

You need to have a good time while you’re at work, otherwise, life just sucks.

2. More than yesterday, less than tomorrow.

This is a reminder that we really value personal growth.

What this one means, is that I know more than I did yesterday, but I understand that I know less than I will tomorrow, because I will always be learning.

Passion, and personal growth are hugely important qualities for us.

3. We’re an ambitious family

This is all about camaraderie and team building.

First, it’s important that we all recognize that we’re a family. We love each other, and we’ll do anything for each other.

Second, we’re ambitious. Together, as a team, we’re going to change the world.

In all honesty, that’s my goal with Officevibe. I want to make the world of work better. I truly believe that everyone deserves to enjoy their work.

4. Our customers fall in love with us

We always go above and beyond for our customers.

Many people in the company have gotten incredible praise from customers, and we keep track of all of it, in our internal social network (Yammer).

Hubspot, another company I’m in love with, does this, and they call it solving for the customer.

As a core value, this is important for us, as we’re always trying to help our customers be better.

5. Simple is beautiful

I love this one, because simplicity is beautiful, but it’s so hard to achieve.

But it’s an important reminder to everyone, when designing websites or building new features for products, keep it simple.

This is of course inspired by other industry leaders like Apple or Basecamp, and we try our best to keep everything as intuitive as possible.

6. Passion is not optional

We need to be passionate about what we do, and we need to hire people that share that passion.

I would hate to hire someone just because they’re looking for a job.

If I hired someone for Officevibe, they would need to be as passionate as I was about changing the world of work.

7. Quality without compromise

This is an important reminder to always maintain a high level of quality in everything we do.

Often times, clients or users want things yesterday, so a natural instinct is to rush something through to shut them up.

This is a very silly mistake, and will only last short term.

It’s important that we have high standards for ourselves, and we try our best to maintain them.

8. Nothing is impossible

We should always be aiming higher, and always pushing ourselves to be the best at what we do.

Again, this ties back to personal growth. We want to work with people that are always pushing themselves to be the best.

Combined, these core values help shape who we are, what we believe in, and who we should be hiring.

What Do You Think About Core Values?

What are your organisation’s core values?

What ideally would you say about why you do the work you do, what values and principles are essential to the way you do it?

How much of this is inextricably linked to the positive experience – your happiness at work – that you and the people you work with have in the doing of this work?

Link to   see the original Officevibe article and its accompanying images 

The 10 Reasons Why Happiness At Work is the Ultimate Productivity Booster

by Alexander Kjerulf, Chief Happiness Officer

If you want to get more done at work, the productivity gurus out there will tell you that it’s all about having the right system. You need to prioritize your tasks, you must keep detailed logs of how you spend your time, todo-lists are of course essential, you must learn to structure your calendar and much, much more.

But that’s not where you should start. You should start by liking what you do.

The single most efficient way to increase your productivity is to be happy at work. No system, tool or methodology in the world can beat the productivity boost you get from really, really enjoying your work.

I’m not knocking all the traditional productivity advice out there – it’s not that it’s bad or deficient. It’s just that when you apply it in a job that basically doesn’t make you happy, you’re trying to fix something at a surface level when the problem goes much deeper.

Here are the 10 most important reasons why happiness at work is the #1 productivity booster.

1: Happy people work better with others
Happy people are a lot more fun to be around and consequently have better relations at work. This translates into:

  • Better teamwork with your colleagues
  • Better employee relations if you’re a manager
  • More satisfied customers if you’re in a service job
  • Improved sales if you’re a sales person

2: Happy people are more creative
If your productivity depends on being able to come up with new ideas, you need to be happy at work. Check out the research of Teresa Amabile for proof. She says:

If people are in a good mood on a given day, they’re more likely to have creative ideas that day, as well as the next day, even if we take into account their mood that next day.

There seems to be a cognitive process that gets set up when people are feeling good that leads to more flexible, fluent, and original thinking, and there’s actually a carryover, an incubation effect, to the next day.

3: Happy people fix problems instead of complaining about them
When you don’t like your job, every molehill looks like a mountain. It becomes difficult to fix any problem without agonizing over it or complaining about it first. When you’re happy at work and you run into a snafu – you just fix it.

4: Happy people have more energy
Happy people have more energy and are therefore more efficient at everything they do.

5: Happy people are more optimistic
Happy people have a more positive, optimistic outlook, and as research shows (particularly Martin Seligman’s work in positive psychology), optimists are way more successful and productive. It’s the old saying “Whether you believe you can or believe you can’t, you’re probably right” all over again.

6: Happy people are way more motivated
Low motivation means low productivity, and the only sustainable, reliable way to be motivated at work is to be happy and like what you do. I wrote about this in a previous post called Why “motivation by pizza” doesn’t work.

7: Happy people get sick less often
Getting sick is a productivity killer and if you don’t like your job you’re more prone to contract a long list of diseases including ulcers, cancer and diabetes. You’re also more prone to workplace stress and burnout.

One study assessed the impact of job strain on the health of 21,290 female nurses in the US and found that the women most at risk of ill health were those who didn’t like their jobs. The impact on their health was a great as that associated with smoking and sedentary lifestyles (source).

8: Happy people learn faster
When you’re happy and relaxed, you’re much more open to learning new things at work and thereby increasing your productivity.

9: Happy people worry less about making mistakes – and consequently make fewer mistakes
When you’re happy at work the occasional mistake doesn’t bother you much. You pick yourself up, learn from it and move on. You also don’t mind admitting to others that you screwed up – you simply take responsibility, apologize and fix it. This relaxed attitude means that less mistakes are made, and that you’re more likely to learn from them.

10: Happy people make better decisions
Unhappy people operate in permanent crisis mode. Their focus narrows, they lose sight of the big picture, their survival instincts kick in and they’re more likely to make short-term, here-and-now choices. Conversely, happy people make better, more informed decisions and are better able to prioritize their work.

The upshot

Think back to a situation where you felt that you were at peak performance. A situation where your output was among the highest and best it’s ever been. I’m willing to bet that you were working at something that made you happy. Something that you loved doing.

There’s a clear link between happiness at work and productivity. This only leaves the question of causation: Does being productive make us happy or does being happy make us productive? The answer is, of course, yes! The link goes both ways.

Link to read Alexander Kjerulf’s  article in full

Why the Workplace Will Be the Future of Health and Fitness

The month-long NEWM initiative is the brainchild of Virgin HealthMiles,an organization that’s part of the Virgin Group run by Richard Branson, and that helps companies develop a culture of health and wellness.NEWM is about pushing business leaders to make employee wellness a priority and highlighting the workplace as an important factor in helping people stay healthy.

While NEWM has been around for half a decade now, employee wellness programs have never gotten more attention than they have in the last few months.

Most media coverage of employee wellness is based on the assumption that these programs can help employers cut healthcare costs. And, for a while, the main question about corporate wellness was: How cost-effective are they? But recently, the conversation around employee wellness has changed. Health and wellness experts are taking a step back, wondering whether wellness programs are ultimately about cutting costs, or if maybe they’re about something bigger, that has to do with improving people’s lives.

Over the last few years, the number of workplace wellness programs has drastically increased. Among large companies (those with at least 200 employees), 92 percent offered wellness programs in 2010. That’s  an increase of 34 percent since 2009.

It’s hard to say exactly what’s prompted the recent growth in employee wellness programs, but perhaps the most obvious reason is the fact that Americans work more than ever before (8.8 hours in 2012, compared to7.9 hours in 2007). Whereas health experts once focused on the home environment, there’s a new focus on the importance of the workplace for promoting long-term health solutions. We’re hearing about how coworkers can motivate each other to start working out, and how posting calorie counts in office soda machines can keep us away from the sugary stuff.

Corporate wellness programs take advantage of the fact that most businesses are at least partly based on people working together. Part of the reason why a walking challenge is so appealing is that it’s something coworkers can do in a group, whether they’re competing against each other or working together to achieve their goals.

Corporate wellness programs don’t just benefit employees by enabling them to get more fit. They also tend to inspire people to like their companies more. According to the Virgin HealthMiles survey, almost 90 percent of employees said they consider health and wellness offerings when deciding where to work, and research suggests wellness programs are as important to job satisfaction as raises and promotions. For Boyce, inspiring people to love where they work is central to his concept of success.

According to the Virgin HealthMiles survey, the biggest obstacle currently facing employee wellness is measuring the impact of these programs. Some health experts insist that a successful employee wellness program will save employers a significant amount of money in the long term; others are less certain.  Perhaps we’ll never be able to measure the real impact of employee wellness.

The question, then, is whether we should pursue these programs at all.  Baun talked about the difference between ROI (return on investment) and a less official term called “VOI,” or value on investment. The second term refers more to what happens when you improve people’s lives, and is substantially harder to measure.

Still, anecdotal evidence consistently suggests these programs have something to offer. Baun, who’s been in the business of employee wellness for more than 30 years, told me multiple stories about employees who’d started practicing an overall healthier lifestyle with the help of workplace wellness programs.

In so many of these cases, it would be impossible to measure the effect of a workplace wellness program, he said. But even without the clinical data, he was able to say with confidence: “It changed their lives.”

Link to read the full original Greatist article

Happiness At Work edition #106

All of these stories and many more can be found collected together in this week’s new Happiness At Work #106.

I hope you find things here to use, to enjoy and to help grow your own sense of happiness…

Link to the full Happiness At Work edition #106 collection of stories

 

 

Happiness At Work #105 ~ making great relationships at work

Relativity (Escher)

Relativity (Escher)

We know that strong and successful relationships are essential and central to our flourishing, in our work, for our careers and in every aspect of our lives.  But making and sustaining great relationships at work is complex and often problematic.  This week we put the spotlight on a clutch of stories from this week’s Happiness At Work edition #105 that give us new thinking and practical ideas for making great relationships at work.

In this post you will find stories about Emotional and Social Intelligence – what this means and how to become more expert in these core capabilities for making successful relationships.  There are ideas about how to make the power balance work better, for example in negotiations and between men and women.  There is an infographic that shows just what people need to feel truly engaged at work.  There are practical techniques for building relationships, for listening better, for making coaching conversations work.  And the post concludes with a talk by Daniel Goleman, the original thinker on Emotional Intelligence, who gives us some of his latest wisdom about making thriving relationships in the atmospheric conditions of our 21st century lives.

And before all of this, here is Steve McCurry’s latest photo collection, celebrating relationships in his usual magical intimate way…

Power of Two (Steve McCurry’s Blog)

Two are better than one, because they have a good return for their work.
If one falls down, his friend can help him up.  (Ecclesiastes 4)
The glory of friendship is not the outstretched hand,
not the kindly smile, 
nor the joy of companionship.
It is the spiritual inspiration 

that comes to one when you discover that someone else 
believes in you and is willing to trust you with a friendship. 
– Ralph Waldo Emerson

Link to see Steve McCurry’s photo collection

Bond of Union (Escher)

Emotional + Social = General Intelligence

By 

New research discovers the brain regions that help to optimize social functioning are also important for general intelligence and emotional intelligence.

This finding suggests general intelligence emerges from the emotional and social context of one’s life…

“The brain networks found to be important to social adeptness were not identical to those that contribute to general intelligence or emotional intelligence, but there was significant overlap,” Barbey said.

“The evidence suggests that there’s an integrated information-processing architecture in the brain, that social problem solving depends upon mechanisms that are engaged for general intelligence and emotional intelligence,” he said.

“This is consistent with the idea that intelligence depends to a large extent on social and emotional abilities, and we should think about intelligence in an integrated fashion rather than making a clear distinction between cognition and emotion and social processing.

“This makes sense because our lives are fundamentally social — we direct most of our efforts to understanding others and resolving social conflict. And our study suggests that the architecture of intelligence in the brain may be fundamentally social, too.”

 

Link to read the original article in full

Drawing Hands (Escher)

Drawing Hands (Escher)

7 Things Successful People Do to Build Lasting Relationships

adapted from the original post written by Farnoosh Brock

How much do relationships matter to you? We are talking all types of relationships, personal and business relationships.

Do you see your relationships directly affecting your life’s success or happiness or do you see them as a separate entity on their own, as a perk (or pest!) of life without serving a larger purpose?

Don’t worry. There is no right or wrong answer, and certainly no grading here. But there is a better way to live your life if you want to emulate successful people and what they always do in relationships…

A single pattern kept emerging after studying dozens and dozens of successful people: the importance of their relationships – both personal and business – in their success.

The higher the success level of the person, the higher the importance of each relationship in his or her life, and the more time and energy went into their relationships.

Why are relationships so important to success?

Successful people are not big into wasting their time or squandering their wealth. They are smart, intelligent, and vigilant people who want to create even more success and happiness in their lives.

It turns out that among things successful people do, building relationships ranks high as a top use of their time and energy.

Now these are not just any relationships, but relationships that promote their state of wealth and health, success and happiness, self-development and personal growth, to name a few incentives.

Successful people want to create more success and thus, they hang out with people who push them to higher levels.

7 things successful people do to build lasting relationships

1. Clarify the objective of the relationship early on

This may sound business-like and serious, but in fact, it is such a relief to be able to build a relationship where you know the overall incentive behind it. Maybe you want to learn from each other. Maybe you hope to do business together someday. Maybe you want to be challenged or motivated. Maybe you want to learn each other’s success lessons.

Successful people are not shy to state the objective of the relationships and that they plan to make it lasting and neither should we!

2. Communicate openly and clearly and listen intently

Listening and communicating well are the top traits of all successful people in general, but these elements come to play when you watch them in their relationships. They listen intently. They are present when they are with the other person. They are not too busy to listen and too quick to move on to the next thing.

Successful people also communicate openly, even if it means they need to ask for something or say no about something.

Open communication and alert intentional listening are the foundations of lasting relationships.

3. Never wait until they need something to build a relationship

Successful people don’t “save” their relationship building energy — because they know that the energy does not run out. Just like creativity, it grows and extends from use, and they use it well in building lots of relationships. They build these relationships in advance of ever needing them. So their motive is never coloured by their own selfish desires to get “something out of the relationship” but rather, they go into each relationship with mutual benefits to both parties, and build lots of relationships…

4. Give generously at the start of a relationship. Give more throughout

Successful people don’t keep tabs on what’s in it for them and what favors they can collect on later, and this is especially true at the beginning of a relationship. Giving and giving a lot is the theme they use if they are building a lasting relationship.

Giving means offering, as little or as much as you can, of your time, knowledge, expertise, energy, power or position in life, and watching it come back to you ten fold. Giving can be rewarding in itself…

5. Speak up if something is not going well

When something is not going well in their relationships, successful people just speak up. They do it with integrity, with compassion and with kindness, but they still speak up and they do this early on so that the problems don’t fester. They do this not to make a fuss or complain, but to make the relationship better, stronger, and more mutually beneficial.

This is one of the more challenging things to do in a relationship so start on a smaller scale. This also tests your communication and listening skills, which is the second tip above. If you can learn to do this well, you will have more rewarding lasting relationships throughout your life and career.

6. Fiercely support and protect their relationships

Successful people always speak highly of the people in their relationships, they watch out for them, they guard their reputation, and they represent them to others as they’d want to be represented themselves. They are simply protective and supportive as a big brother or sister would be to a younger sibling, and in turn, they get the same treatment from the people in those relationships. Everyone wins!

7. Work hard to mend, repair and strengthen a damaged relationship

Sometimes things happen, even to successful relationships. A miscommunication gets out. A ball gets dropped. A promise gets broken. And the relationship suffers a little. Successful people are quick to bring focus and attention and care to a damaged relationship. They are not too proud to apologize and to offer to mend their ways. They are not too proud to work hard at regaining trust and rebuilding strength. They know that relationships are a long-term investment and an enabler for their aspirations and desires. They work hard at making things work again in their relationships, and hence make it even stronger than before.

So next time something goes awry in your relationship, think of it as an opportunity to get even closer and build even a stronger more authentic relationship.

How to put the lessons from successful people into practice now

The instant joys of connecting with another human being aside, relationships empower you to achieve the unthinkable and the unimaginable. They push you higher and closer into the person you were meant to be, and when you are in the right relationship, others may have an even higher vision of life for you than you have for yourself. That level of faith and belief in your abilities can be huge help in achieving your dreams.

Focus on any of these 7 things successful people do to build lasting relationships, and implement only one at a time. Focus on your current relationships and apply these concepts in a measured way, and see if you notice a difference in the quality of your own relationships.

Link to read to full original article

About Employee Recognition [Infographic]

Recognizing employees is one of the most overlooked facets of managements that even great leaders sometimes forget about.

Without a good employee recognition strategy, people will feel unappreciated and build up stress.

In fact, the number 1 reason why most Americans leave their jobs is that they don’t feel appreciated .

Here are some incredible statistics about employee recognition…

 Link to see this infographic

Reimagining the Performance Review

When most of us really don’t like the traditional performance review, why do we stick with the old system? It is time to reimagine the performance review.

Not only does the traditional performance review seem to be a limited method for conveying a whole year’s worth of feedback, it is not always accurate. Managers are sometimes afraid to give honest feedback and avoid scoring people low because they fear having a difficult conversation with an employee about their poor performance. Some managers may be harsher than others. If your company bases raises on performance review scores, this could disadvantage employees who work for such a manager. It is nearly impossible to make sure all managers are using the same standards for scoring employees.

When a poor performer gets a good review, it makes discipline and termination a challenge. The employee may say, “I don’t understand. All my reviews have been good.”

Managers may also feel rushed to get a stack of reviews done in a short period of time; therefore, they do not always put the energy into writing an accurate review. A single review may take an hour or two to write, and most managers have a lot of demands on their time that make a list of reviews a huge burden.

Taking a Different Approach to Performance Reviews

A good manager should be providing feedback on a regular basis. Let employees know when they are doing a good job immediately. If an employee successfully completes a project in January, do not wait until a performance review in October to document that success. Keep a feedback log and make a quick note whenever an employee does well or if you have to coach the employee on performance issues. Make performance documentation an ongoing process rather than a once-per-year thing.

When an employee continues to have performance issues, address them through corrective action, which includes coaching, warnings and possible termination. Issuing warnings for continued problems and serious violations will give you the documentation you need if you have to make the decision about whether or not to terminate someone. It can still be hard to discuss performance problems, but addressing one problem at a time through corrective action can be easier than trying to deliver a review that details every performance issue in the span of a year.

Giving ongoing feedback takes away the stress managers feel about writing a stack of reviews, and it also alleviates the anxiety employees feel about receiving reviews. Ongoing feedback also acknowledges that our work performance is constantly evolving.

Link to read the original article in full

10 Questions to Make You a Better Listener

by Kevin Eikenberry

Listening is a life skill that impacts our ability to communicate, build relationships and get things done. It helps us learn, and doing it well can save us immense amounts of time, effort and frustration.

While in some ways we think about listening as an act of not talking, actually, to be a highly effective listener we do need to talk and engage – and one of the best ways to engage as a listener is by asking questions.

Here is a “starter pack” of questions you can use to be a better listener. Seven of these questions you can ask others, and three are questions for you to keep in mind, but not ask out loud.

The Out Loud Questions

Not all of these will apply in every situation, so modify and use the appropriate ones for a given conversation.

  • “How do you feel about that?” This question encourages the other person to go deeper and share more about their point of view.
  • “Can you tell me more about that?” While this question could be answered with a yes or no, in practice it is one of the most useful listening questions as it encourages the other person to continue and will work in nearly any situation.
  • “I hear you saying . . . X . . . do I have that correct?” This is a version of paraphrasing the other person to check for understanding, and then ask for confirmation. There are many ways to ask this – find one that works for you because it is critical to your ability to both understand and help the other person know that you understand.
  • “What would make it better?” This allows the other person to share their viewpoint and take the next step in the conversation.
  • “How can I help?” Maybe you can, and maybe you can’t help. But asking and probing to see their perspective shows that you are willing to help! Hint – don’t ask if you aren’t willing to actually help in some way!
  • “What’s next?” This question moves us forward. It might signal to the other person that you are bored with the current topic, so be careful of the tone and placement of this question,. It can also signal that you are ready to help with solution.
  • What is the most important thing to remember?” If you really want to understand the other person, help them summarize for you. This question offers that chance and signals that you DO want to remember.

The Internal Questions

These are not meant as questions to ask of the other person, but of yourself. Thinking about these questions will help you stay engaged in the conversation and avoid a wandering mind. They also keep you focused on what is ultimately most important – your relationship with the other person.

  • Do I really understand what they are saying? If the answer is yes, great. If not, it is time to ask some of the questions above.
  • What are their non-verbal behaviors telling me? People communicate with more than their words – are you hearing with your eyes as well as your ears? Are you getting the full message?
  • How can I best show my support for them right now? This is a powerful question to ask, and even more valuable when you take action on your answer.

Try these to start using questions more effectively when you listen. As you do, you will develop and find others to use,  including alternative and personalized versions, that will expand your starter pack.

Listening is about more than just hearing and understanding the messages being communicated by others. You send back a much bigger and ultimately more important message to others when you truly listen – you communicate that you support and care about the other person. These questions will help you remain mindful of this bigger purpose and help you listen more effectively whenever you use them.

Link to read the original article

How Leaders Can Become Better Coaches

by Tony Richards

The question: How should effective leaders who coach be?

The answers:

Be open

Be fair

Be affirming

Be serving

Be listening

Be respectful

Be accepting

Be humble

Be thankful

Be available

Be supportive

Be focused

Coaching is a process. Leaders should use coaching to serve as a growth guide and trusted advisor to each other. Looking at the list we developed, you can see how coaching requires a lot of mutual accountability and trust. These things are developed through patience and continual practice. Leaders must understand that you will not execute coaching someone perfectly the first, or any time, for that matter. It isn’t that you execute the coaching perfectly every time, but you do demonstrate the qualities to the best of your ability as a leader who coaches.

Learn to be open. I think this may be one of the hardest attributes leaders who coach have to remember. So often, we hedge our thoughts and feelings, especially if we have a deep need to be liked or accepted. Leaders who coach must learn it is not often about you, but about the person you are trying to help. At the same time, if you are a leader who is coaching an employee within your supervision or organization, keeping mutual benefits in mind and in goals is powerful. The more you can learn to be straightforward and candid with a high degree of empathy and a large dose of care, the more effective you will be as a leader who coaches.

Leadership behaviors to practice while coaching:

Observe: watch and be highly aware of what your colleague is doing

Exchange: be mindful, discuss and exchange thoughts about the topics

Question: be interested and curious about the other person

Generous: offer your best ideas on improvement and process

Belief: have a high degree of belief in the other person and challenge them to develop some solutions and approaches

Link to read the original article

One Reason Women Fare Worse in Negotiations? People Lie to Them

by Jane C. Hu

This research shows up the complexity and real difficulty that women face making professional relationships with the same authority, credibility and influence that men can usually expect to have.

Researchers at the University of California–Berkeley and the University of Pennsylvania asked MBA students to participate in role-plays of face-to-face negotiations. The faux negotiation took the form of a real estate deal, where one student played the role of the buyer’s agent and the other the seller’s agent.

“We found that in the role-play, people were significantly more likely to blatantly lie to women,” says Laura Kray, the lead author of the study. “To women, for instance, the buyer’s agents would say, ‘They will be luxury condos,’ but to men, they would say, ‘I can’t tell you.’ ” After the negotiation, students were asked to disclose whether they lied. Both men and women reported lying to women more often. Twenty-four percent of men said they lied to a female partner, while only 3 percent of men said they lied to a male partner. Women also lied to other women (17 percent), but they lied to men as well (11 percent). Perhaps even more telling: People were more likely to let men in on secrets. “Men were more likely to be given preferential treatment,” says Kray. In several instances, buyer’s agents revealed their client’s true intentions to men saying, “I’m not supposed to tell you this, but … ” This sort of privileged information was never offered to women.

Kray and her colleagues also asked students to rate the hypothetical buyers’ characteristics and found that participants perceived women as less competent than men (or a hypothetical person whose gender was not revealed). “When people perceive someone as low in competence and easily misled, they assume the person will not scrutinize lies, and that you can get away with [lying],” says Kray. Participants were asked to report how likely they thought other people would be to take advantage of a male or female buyer, and the participants correctly reported that people would lower their ethical standards when dealing with women. “People are aware of stereotypes, and use them to their advantage when they’re motivated to do so,” Kray says.

Kray suggests that it may help women in negotiations to signal their competence and confidence. She recommends showing up prepared, asking questions, and scrutinizing terms throughout the process. Her advice fits in with feminist campaigns that aim to empower women to take control of their careers: Facebook COO Sheryl Sandberg recommendsleaning in to opportunities for success; media veterans Katty Kay and Claire Shipman instruct women to get ahead by being more confident.

But for all our leaning in and confidence-building, women’s attempts to reach the top can be stalled by factors we can’t control, like the gendered evaluations Kray and her colleagues uncovered in their study. Another study published last week echoes this finding: While white men are lauded for promoting diversity, women who do the same receive lower performance ratings and are perceived as less warm. Ultimately, encouraging women to act like men is a losing battle; the assertive moves that make men appear competent in the workplace backfire for women, who are perceived as cold and bossy instead.

The problem doesn’t lie in women’s actual skills—it lies in stereotypes about what we’re capable of. And until we chip away at those, telling women to try harder won’t get us fair treatment.

Link to read the original article in full

Belvedere (Escher)

Belvedere (Escher)

The Mars and Venus question

A variation in the cognitive abilities of the two sexes may be more about social development than gender stereotypes

The latest research suggests that living standards and access to education probably bear more responsibility for cognitive disparity between men and women than genes, nursery colours or the ability to catch a ball.

Previous studies have shown that male and female brains are wired differently. Last year Ragini Verma of the University of Pennsylvania used sophisticated imaging techniques to show variations between men and women in dominant connections in the cerebrum, the part of the brain that does the thinking. Dr Verma speculated this could help explain why women tend to have better memories, social adeptness and an improved ability to multitask.

Now Daniela Weber of the International Institute for Applied Systems Analysis in Vienna, and her colleagues, suggest why such changes come about and, importantly, how the differences can change. The group’s analysis, reported this week in Proceedings of the National Academy of Sciences, finds that the cognitive performance of women—much more so than men—benefits from factors such as greater employment opportunities, increased economic prosperity and better health.

This study indicates that cognitive differences between men and women are not solely inherited. It suggests that, to a degree hitherto unacknowledged, they are learned from the roles a society expects males and females to perform, and that those differences can change as society changes. Modern times require modern thinking.

Whether women actually are more empathetic than men is debatable. It may be that society has expected such capacity from the principal child-carers for so long that it has become ingrained. The same goes for numeracy. Is science dominated by men because they are better at it, or because it was a career choice not widely open to women before the late 20th century?

Link to read the full original article

An evening with Daniel Goleman

This video is the talk Daniel Goleman, one of the first experts in Emotional Intelligence (EQ), gave in London, hosted by Action For Happiness last October 2013.  It is full of interesting research findings and insights about how we can make our relationships stronger and better.

Here are the notes I took from this talk on the night as a summary of some of the key ideas contained in this talk…

Most of the news we get is for the brain’s amygdala – firing up our sense of threat
If you feel pressured you just don’t notice a lot – and we are living now as if in a constant stage of being under siege

A Harvard experiment found that our minds are most unfocused when we are commuting, at a computer, at work

Social emotional learning has now been going on in schools for over a decade. Studies have found that this learning brings anti-social behaviour down by 10% and pro-social behaviour up by 10%. And academic success up by more than 10%.

Another study found that Leaders in the top ten per cent of effectiveness compared to least effective ten% had 80-90% of competences that are Emotional Intelligence (EQ)-centred.

EQ is a model for Wellbeing including four essentials
a) Self-Awareness
Good work combines from doing what we’re excellent at, passionate about and matches our ethics
When we are in ‘flow’ our attention gets super-focused. This is optimal performance and it feels good

b) Self-Management – being in command of our emotions – cognitive control
Studies like the ‘marshmallow test’ find that kids who can’t manage their impulses are constantly distracted
A NZ study that looked at kids, and then revisited them again in their thirties found that cognitive control is a better predictor of success than IQ or wealth. And kids who didn’t have it ‘naturally’ at the start but learned it ended up doing just as well. Self-management can be taught and learned

c) Empathy
Our more recent fore-brain is designed to be linked to our other older brains
Our brain is peppered with mirror neurons – a brain-to-brain link – that operates in our entire biology, and that keeps us on the same page as another person. When someone is in pain we have an instant sense of this ourselves
There are three ingredients to rapport:

  • full mutual Attention
  • non-verbal Synchronicity
  • Flow – it feels good to connect fully

This is operating in every human interaction

d) Social Skill – good strong relationships and interactions
Our happiness increases in relation to the amount we care about others’ happiness
A new and troubling Berkley study is finding hat people pay less attention to people of lower status. And Freud talked about ‘the narcissism of minor differences’ that can start a spiral of inter-group hostility
But The Flynn Effect showed that it’s not the family you’re born into that has to predict who you become. We are always adapting and learning and evolving in response to the opportunities and circumstances we find ourselves in.
And every time they come up with a new IQ test they have to make the questions harder, because each successive generation gets smarter.

We should teach children these skills. Doing this systematically would increase our GNP.

Mindfulness is one of the best ways to increase focus, attention and emotional intelligence.
Mindfulness increases cognitive control by working on the muscle of attention. Every time you notice your mind wandering off and bring it back you are working this muscle.

A Mindfulness exercise for children (that can easily be adapted for us older people)
‘Breathing Buddies’ involves putting a toy animal on a child’s tummy. They breathe in 1-2-3 and out 1-2-3.
Mindfulness pioneer Jon Kabat-Zinn found that if people did their mindfulness exercises for 28 days they achieved lasting and substantial improvements in their physical, mental and emotional fitness and wellbeing.
Neuroscience has revealed that when we are upset, anxious or angry our Right prefrontal cortex is active. When we are calm and happy, this region is quiet, and the Left area is active. High activity in our far Left Brain is indicative of resilience; far to the Right Brain is indicative of depression.
Mindfulness also mobilises the flu shot antibodies – as well as switching up our immune system.

Guided Mindfulness audios by Goleman available at morethansound.net

The Dalai Lama recently offered 3 questions for decision making. Will it benefit…

  • .just me or others?
  • just my group or everyone?
  • just for the present or for the future?

Buddhist monk Matthieu Ricard, the man that scientists call “the happiest man alive”, was involved in a study on his impact on the (2nd) most abrasive professor in a university.
They came together to debate. The professor begins in a highly agitated state. Ricard stays calm. The professor becomes calm, and eventually doesn’t even want the encounter to end.

People are transformed by positive encounters.
And we can all cause ripples of happier encounters.
But there is a bias toward unhappiness. If we understand more about how people can get along we might be able to promote that better

Our attention looks both in and out.
Internal (self) awareness is focus on self.
Empathy is focus on the other person.
We need to able to be equally and simultaneously good at both.

Passing on emotions is affected by three things:

  • Expressiveness
  • Power – for example if the leader is in a negative or positive mood the rest of the team catch it and their performance goes down or up
  • Stableness – like Ricard showed the professor.

Can you be happy for no reason?
Can you cultivate a feeling of happiness independent of external circumstances?

There is a danger of mistaking espoused happiness for enacted happiness
We need to be authentically happy

Daniel Goleman’s wife’s books: Tara Bennett Goleman (mindfulness and cognitive therapy expert)
Emotional Alchemy
Mind Whispering

Technology and Focus
The new social norm is to ignore the person you’re with and look at a screen.
We have to get better at focusing. We have to learn cognitive control. Technology is insidiously stealing more and more of our attention. Mind wandering tends to concentrate on problems. The extent to which we can turn it off and focus on better things, the better off we will be.
But the research on technology is showing good and bad things: for example, games increase vigilance but also a negative intention bias. New games are now being designed to improve attention.

Social comparison is quite automatic in the brain. When you’re feeling compassion – loving kindness – your positivity fires up.
To overcome negative comparison:

  • Compare down
  • Concentrate on the Positive
  • And be Compassionate

How do you study unhappiness without becoming miserable?
Mindfulness should go hand in hand with compassion and noticing and caring about what is happening in the world and if we can do something about it.

Our biggest source of unhappiness is most usually our own mind

Espiral (Escher)

Espiral (Escher)

Happiness At Work edition #105

You will find all of these articles, and many more, in this week’s collection
Link to the full Happiness At Work edition #105 collection

Happiness At Work #104 ~ highlights in this collection

Here are some of the best stories in this week’s new Happiness At Work edition #104

15 Life Lessons From Banksy Street Art That Will Leave You Lost For Words

Using striking stencil art and profound imagery, Banksy has captured the interest of art lovers, activists, and graffiti artists around the globe. His mysterious identity (and refusal to use social media accounts) has only sparked more intrigue, with media outlets and fans prying to earn a peek into his life. But why use graffiti as a means to communicate?

By displaying art in crowded cities across the world, Banksy puts social and political issues in our face. These pieces force us to stop and think—something that we often avoid doing in our day-to-day lives.

Other highlights from this week’s collection:

Understanding The Value Of Charisma In Leadership

Great leaders focus on how to make the vision they have for their organization something that we all care about because they connect it to what matters to us; that we can see the value and purpose it will create not just for those our organization serves, but for ourselves as well.

Seen from this light, we need to recognize that being a charismatic leader is not beyond our reach; that it’s not a special quality that only those who breathe this rarefied air are entitled to possess and exude.

Rather, this potential lies within all of us – waiting for us to push our focus beyond our smartphones and computer screens, to put down whatever we are busying ourselves with so that we can be fully present to hear and understand what those around us are trying to share…

HR Roundtable: How to Make Change Sustainable

Change, and change agent, have become terms that are thrown around in HR to the point of being ineffective catchphrases. This article presents ideas from a Roundtable event that aimed to take a different approach to “change.” To see if they could come up with ideas that put some substance to this topic which could be translated into action within companies, people considered these three questions:

+ What obstacles exist in organizations that deter/destroy change?

+ What keeps employees from embracing change?

+ How can change be sustainable in organizations?

Maybe you will find an idea or two in this to add to your own change activities…

How to Make Yourself Happy

Almost everyone wants to be happy, but surprisingly few people know how.

However, a growing body of research has identified one reliable path: doing something rewarding, especially philanthropy.

Acts of kindness not only benefit the recipient but also “create a pleasurable ‘helper’s high’ that benefits the giver,” says Stanford Graduate School of Business professor Jennifer Aaker, who’s studied the phenomenon. Indeed, studies show that people who regularly volunteer report greater happiness than those who don’t. Here’s how this works…

How To Rediscover Your Motivation

Changing the way you think and adding a few key habits can help you get back the motivation that you lost somewhere along the way…

What Your Personality Type Means For Your Career

This infographic gives an interesting display of the different Myers Briggs Personality Types and the different ways they translate into our work…

Maria Popova: Staying Present and Grounded in the Age of Information Overload

How do we answer the grand question of how to live—and more importantly—how to live well? This is the deeply philosophical (and yet eminently pragmatic) inquiry that lies at the core of Maria Popova’s remarkable blog, Brain Pickings. Since she launched Brain Pickings as a passion project back in 2006, it’s grown impressively, becoming an intellectual touchstone for inquiring minds that now draws several million readers a month.

Not surprisingly, Popova’s work ethic is as relentless as her curiosity. Yet, after eight years of providing a service that lights up creative minds around the world, she is feeling the strain. Over tea, we talked about her struggle to dial back the pace of her workflow, and the tension between “getting things done” and being present in your own emotional reality…

Happiness At Work edition #104

Click here to go to the Happiness At Work #104 collection

Happiness At Work #103 – highlights in this edition

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Happiness At Work – edition #103

Here is this week’s new collection.

You will find the usual concentration of positive ideas and practical ways forward in the articles we have featured.

But we start with a story, because although bad news, we thought you might want to know about this research…

Bosses have ‘no admirable qualities’ say one in eight workers

Being disorganised, failing to motivate staff and not caring about employees’ career progression are managerial traits which leave one in eight workers with nothing to admire about their bosses.

As many as one in seven staff said they do not have a good relationship with their manager, and a third feel less motivated to do a good job for the company when this is the case, according to a new survey.

The research from Investors in People has suggested a need for re-evaluating management style, as not only do 12% of workers say they cannot name one quality they admire in their manager, but three-quarters also admit to talking about their boss behind their back.

22% simply do not work as hard if they do not get on with their boss.

The most unpopular trait among bosses was not giving reward or recognition where it’s due, with 19% of workers stating that this was a quality they disliked.

“It’s not something that companies should just accept as inevitable; bad bosses result in unhappy, unproductive staff who will leave your business sooner.” (Paul Devoy, Head of Investors in People)

For those workers who do admire certain traits in their bosses, the most popular quality was being trusted to do the job, named by 34% of employees. Being approachable and having experience in the job was also ranked highly among staff.

 

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Here are some of the highlights in this collection:

 

Eye Witness (Steve McCurry’s Blog)

Eyes speak a universal language, and no interpreter is needed.

Steve McCurry’s latest photo collection focuses our attention on people’s eyes. As always his images are rich and luxurious in humanity and show us how alike we are across our diverse cultures.

For beautiful eyes, look for the good in others.
 (Audrey Hepburn)

 

Workplace happiness more important than higher salary, survey finds

Eight in 10 UK workers value recognition and a good relationship with their colleagues over a big salary, research carried out by the Association of Accounting Technicians reveals (AAT).

In its survey of 2,000 UK employees, the AAT found that pay was the sixth most important factor for people staying in their current job, with getting on with colleagues and bosses and enjoying the job the most important.

Overall, employees wanted to have greater responsibility the most in their job, with 15% of employees saying they disliked their current job because it was dull and unfulfilling or their boss did not appreciate them.

Eight in 10 of the 2,000 employees surveyed said they would simply turn down a job that paid more if they did not get on with their workmates…

 

How 5 Post-it notes can make you happy, confident, and successful

You know why older people are happier?

Research shows as we age we remember the good and forget the bad:

…older people shown pictures of faces or situations tend to focus on and remember the happier ones more and the negative ones less. [Science Daily]

Research shows thinking about the good things actually does make you happier. Reminders, something as simple as a post-it note, are very powerful — and for more than just remembering to buy milk. Studies show simple reminders help people act more ethically, quit smoking, and save more money.

Here are five little reminders that can help you create big changes…

Why Are Some People Stuck In Their Ways?

A Q&A with Shawn Achor about his latest book Before Happiness.

“We think we have to be successful, then we’ll be happier. But the real problem is our brains work in the opposite order…Before somebody can make a change to their health and their happiness, their brain has already constructed a picture of reality in which change is possible or not. Basically, this predicts whether or not they’ll be able to make that change…”

What is the Secret to Leadership Presence?

Presence is an ineffable blend of appearance, communication skills, and gravitas. People who give us their undivided attention most vividly manifest presence.

That means being present for the moment, for others, for the mission, and for the task at hand. There’s a reason why the words “presence” and “present” have the same root.

But even as it has become more important, being present has become more difficult, thanks to technology.

What to do…?

Research Shows Successful Leaders Aren’t Just Smart – They’re Also Socially Adept

Catherine Weinberger, a UC Santa Barbara economist, studied what high achievers have in common and she discovered that today’s workplace values a combination of book smarts and social adeptness.

Everyone can improve their social game in some way, shape or form. Perhaps you aren’t good at meeting new people, or maybe you tend to a little passive-aggressive in the leadership department. No matter which social struggles you experience, these six strategies will help you become more socially adept…

How Does Music Affect Your Productivity?

Music is regarded as one of the triumphs of human creativity – but does music itself help one to create? Does what’s playing make you better at your job?

This article provides a thorough and engaging survey of what the latest research tells us about music helps and hinders our activity…

 

Click here to go to the latest Happiness At Work collection

Wishing you a very happy, creative and successful week.

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We hope you enjoy these collections and we wish you success and happiness with all that you are making and making happen…

Happiness At Work is a weekly collection of the best ideas, stories, links, tools & techniques for improving Happiness & Wellbeing At Work for Individuals, Leaders and Organisations, curated by BridgeBuilders STG Limited 

The collection is refreshed with new stories every Friday, and we welcome any suggestions of links you would like to see included in new collections.

The stories all remain permanently in this site, and you find previous collections at any time by clicking on the Archives menu in the top left of the screen, and choosing an earlier Friday back to the first edition published 6th July 2012.

 

Happiness At Work #102 ~ how it makes us more creative, productive and successful

This week our headline stories all provide representations of what we now know about happiness at work: how it can be learned, developed and sustained,  how it increases our greater productivity, creativity, and learning, and how it leads directly to greater success in our work, our lives and our relationships.

How Workplace Happiness Affects Your Paycheck

by Ken Sundheim for Undercover Recruiter

Studies have shown that when we are happy at work, we are smarter, more motivated, more competitive and, thus more successful.

While it’s widely known that overall fulfilment allows us to enjoy more meaningful relationships and better health, few understand that it impacts a paycheck – significantly:

Nose to the grindstone – the correlation between success and happiness:

There is a big misconception among many corporations and educational institutions that success leads to happiness. Often, we tell ourselves that once we get the promotion we want, the pay raise we feel we deserve or the recognition we desire, happiness will follow.

Until recently, it was widely thought that focusing on productivity and performance, even to the detriment of our well-being, would lead us to become more successful and, therefore happier. Everyone has heard the phrase: Keep your nose to the grindstone.

However, recent research in psychology and neuroscience has proven that fulfillment and happiness are a key ingredient to a successful career. Optimism fuels performance and achievement which, in turn, allows us to advance monetarily.

In simper terms, happiness is not a random event in the distant future. Treat it as such and not only will it hinder your ability to succeed, but it will also prevent you from living life to the fullest.

Dopamine, serotonin and the brain’s reaction:

Countless studies have shown that our brains are literally hardwired to perform at their best when they are in a positive mindset. When we feel optimistic about our future, dopamine and serotonin are released in our brains.

In conjunction with providing a heightened sense of well-being, dopamine and serotonin allow us to more rapidly organize new information and become more skilled at complex analysis and problem solving.

Specifically, a clear head allows for 100% engagement. Conversely, perseverating on your problems exhausts most of your capacity for attention which drains energy as well as performance levels. It’s no secret that, as a group, low performing employees take home sparse paychecks.

Consider the following:

  • A recent study at the University of Toronto found that our mood can change what we see.  When shown pictures with multiple images, those in negative moods could not process as much as their positive counterparts.  Positive emotions expand our peripheral line of vision.
  • People who were asked to think about the happiest day of their life prior to a formal exam scored higher than those simply given the test.

Exercises:

An individual who can learn to control their thoughts will maintain control of their happiness and, thus career potential. While doing so is easier said than done (it takes significant practice and discipline), below are three easier exercises that could begin making a difference today.
  • Think of your brain as a computer disk with a finite amount of space.  Consider your surroundings, inner monologue, other people in the room and your desired task as small files that quickly fill that disk to capacity.
The more stored on that disk, the less available room there is for intelligently evaluating information and making rational decisions.  Thus, it comes useless to allow that disk to be filled with thoughts of self-doubt as you are throwing away valuable space.
  • Know what you stand for: define what your core beliefs are always remember to live in the present, resolve with the past and create your ideal future.
  • Keep healthy: success requires not only our minds, but our body, energy and spirit as well. Eat well, exercise and when necessary, practice some form of mediation. Neuroscientists have found that monks who spend years meditating actually grow their left prefrontal cortex.

In the end:

Happiness is more than a good feeling – it is also a crucial ingredient of our success. Allow your brain the capacity to feel positive and heightened creativity, resilience and intellectual capacity will quickly follow.

If you wish to increase the number on your paycheck, choose happiness as one of your definitive goals. Then, place all your energy, will power and effort towards chasing that goal.

The science of happiness explained in one infographic

by Omar Kardoudi for Sploid – headlines for the future

Happiness is a difficult thing to measure due to its subjective nature, but scientists have been trying nonetheless. Here is a compilation of some of the most interesting findings they’ve gathered so far packed into one big infographic.

10 Steps To Happiness At Work

by Forbes from Srikumar Rao, the author of Happiness at Work

To achieve greater happiness at work, you don’t need your boss to stop calling you at night. You don’t need to make more money. You don’t need to follow your dream of being a sommelier, or running a B&B in Vermont. So says Srikumar Rao, the author of Happiness at Work. The biggest obstacle to happiness is simply your belief that you’re the prisoner of circumstance, powerless before the things that happen to you, he says. “We create our own experience,” he adds. Here are 10 steps to happiness at work, drawn from his recommendations.

Avoid “good” and “bad” labels

When something bad happens, don’t beat yourself up, says Rao. Instead, when you make an error, be aware of it without passing judgment. “Do what you have to do, but don’t surrender your calmness and sense of peace.”

Practice “extreme resilience”

Rao defines “extreme resilience” as the ability to recover fast from adversity. “You spend much time in needless, fruitless self-recrimination and blaming others,” he writes. “You go on pointless guilt trips and make excuses that you know are fatuous. If you’re resilient, you recover and go on to do great things.” (He also says that if you fully take his advice to avoid “bad thing” labels, you don’t have to practice resilience at all.)

Let go of grudges

Rao says that a key to being happy at work is to let go of grudges. “Consciously drop the past,” he writes. “It’s hard, but with practice you will get the hang of it.”

Don’t waste time being jealous

“When you’re jealous you’re saying that the universe is limited and there’s not enough success in it for me,” says Rao. “Instead, be happy, because whatever happened to him will happen to you in your current job or at another company.”

Find passion in you, not in your job

Sure, you can fantasize about a dream job that pays you well and allows you to do some kind of social good, work with brilliant and likable colleagues and still be home in time for dinner. But Rao warns against searching for that perfect position, or even believing that it exists. Instead, he advocates changing how you think about your current situation. For example, instead of thinking of yourself as a human resources manager at a bank, identify yourself as someone who helps other bank employees provide for their families, take advantage of their benefits and save for the future.

Picture yourself 10 years ago and 10 years from now

“Most problems that kept you awake ten years ago have disappeared,” says Rao. “Much of what troubles you today will also vanish. Realizing this truth will help you gain perspective.”

Banish the “if/then” model of happiness

Rao says that many of us rely on a flawed “if/then” model for happiness. If we become CEO, then we’ll be happy. If we make a six-figure salary, then we’ll be happy. “There is nothing that you have to get, do or be in order to be happy,” he writes.

Invest in the process, not the outcome

“Outcomes are totally beyond your control,” Rao writes. You’ll set yourself up for disappointment if you focus too much on what you hope to achieve rather than how you plan to get there.

Think about other people

Even in corporate life, where so much of work is every man for him or herself, Rao advocates inhabiting an “other-centered universe.” If the nice guy gets passed over for a promotion, he may still succeed in less tangible ways. “He may rise later in the shootout,” Rao says. “I’m challenging the assumption that you need to be a dog-eat-dog person to survive in a corporate environment.”

Swap multitasking for mindfulness

Rao thinks that multitasking gets in the way of happiness. “Multitasking simply means that you do many things badly and take much more time at it,” he writes. He recommends instead working on tasks for 20-minute intervals that you gradually increase to two-hour spans. Turn off any electronic gadgets that can be a distraction. He claims that with practice, you’ll be able to accomplish much more and with less effort.

This Graph Perfectly Illustrates How To Be Happy At Work

by Drake Baer for Business Insider

Screenshot 2014-07-11 12.35.15

If you want to be a fulfilled, happy, successful person, consider this graph.

The white diagonal line represents what positive psychology pioneer Mihaly Csikszentmihalyi referred to as “flow.”

His take on flow:

The metaphor of flow is one that many people have used to describe the sense of effortless action they feel in moments that stand out as the best in their lives. Athletes refer to it as “being in the zone,” religious mystics as being in “ecstasy,” artists and musicians as “aesthetic rapture.”

It is the full involvement of flow, rather than happiness, that makes for excellence in life.

Flow, the psychologist continues, is different from the “passive pleasures” of deep sleep, warm sunshine, or a contented relationship, since those all depend on external circumstances.

In contrast, flow is something you can create.

“This complete immersion in an experience could occur while you are singing in a choir, dancing, playing bridge, or reading a good book,” Csikszentmihalyi writes. “If you love your job, it could happen during a complicated surgical operation or a close business deal.”

Looking at the graph, you can see that in order to achieve flow an activity has to have the right level of engagement with your skills. If the challenge is too great, you’ll feel overwhelmed; if the challenge is too easy, you’ll get bored. The key is to go just beyond your comfort level.

If you do so, you’re in the flow channel: engaged in your work and growing along with it.

But there’s also the matter of how you grow. Writer and philosophy Ph.D. Jim Stone wrote in a Quora post that you can advance from A1 to A4 in the flow channel in one of two ways:

First, you can move from A1 to A2, and then to A4. On this path, you develop new skills without much challenge. And once you start to feel competent with those new skills, and you start to get bored with the way you are using those skills, you can take on a challenge that will use those skills and get your mind back in the game.

This might be the approach of a math student who keeps working on easy problem sets until he gets so good at them that he’s bored, and then decides to tackle a harder problem set.

Second, you can move from A1 to A3, and then to A4. On this path you take on a challenge before you have the skills to meet the challenge. This creates anxiety, and the anxiety drives you to develop the skills you need to meet the challenge.

This might be the approach of a math student who jumps right to the most difficult problem set and fills in her skills as she works on those problems.

Which is better, career-wise? The second, more anxiety-filled one, since it forces you to tackle big projects and get comfortable with the discomfort inherent to the process.

Doing this exposes us to an important mental skill, too. Finns call it “sisu,”the psychological strength that allows you to push through difficult circumstances.

The good news is it can be trained.

5 Tips To Increase Happiness At Work

by Growth Engineering

Here are 5 tips to increase your happiness at work and supercharge your productivity:

1. Think happy – be happy
We can choose to be happy; it’s a conscious decision. Ok, not all the time – sometimes things happen to devastate us and we have to pick ourselves back up off the floor – but a lot of the time, we can choose to be happy. Did you know, there is evidence to suggest that not only does being happy make us smile, but smiling actually makes us happy? Really! When we choose to be happy, we open ourselves up to experiences that will increase our happiness. It’s apparent in our personal lives as well as at work. If we approach our jobs with an open mind and expect to be happy in what we do – whether it’s sitting on our bums writing articles (hello!), serving customers in shops or repairing burst pipes – we’ll find that, whaddya know, we actually are pretty happy!

2. Do something you love
It’s easier said than done, but being able to do what you love every day is rewarding in and of itself. Whatever it is you love doing, try to make it part of your work. That doesn’t necessarily mean only doing what drives you wild and gets your blood pumping, but if you can dedicate a portion of your time while at work to activities that do have this effect, it’s a no-brainer that you’ll be happier. For example, we love being able to give our learners their certificate at the end of their exciting online journey of learning and discovery – when we focus on this, the hard work we do that directly contributes to making it a reality suddenly doesn’t seem so hard after all.

3. Avoid negativity
Work is inherently stressful sometimes; if it was always easy as pie we’d get sore tummies and fatigued taste buds! But the important thing to remember is not to let anyone else drag you down when they’re feeling stressed. Try to avoid negative conversations, gossip and unhappy people. A bit of complaining is fine – but don’t get caught up in other people’s problems if they don’t concern you.

4. Look for opportunities to learn and grow
We’re passionate about training, self-development, sharing knowledge and learning new things, so we understand how important it is for people to continue their professional development. There’s always something we can improve upon or learn about, and when we do so our motivation is boosted to the nth degree.

5. Take stock of how far you’ve come
Maybe you’re not exactly where you want to be. You might be a sales adviser when you really want to be sales manager, or perhaps you’re sous chef when your absolute desire is to be head chef. Whatever the case, take a step back and take stock of how far you’ve come in your professional development. Remember when you started work in the restaurant all those years ago? You were a dish washer back then, and now you’re supporting the chef! You used to be temporary sales adviser but you rocked so hard your company asked you to join as a full-time employee. When you look back on what you’ve accomplished in your career and see how you have blossomed over the years, you’ll feel happy and comforted in the knowledge that you’re doing the right thing, making progress and seriously kicking butt. You might not be in your ideal role right now, but you know you’re working your hardest, pushing yourself every day, making the most of your talents and enjoying yourself while you’re at it.

An Epicurean Guide To Happiness

by  Sharath Komarraju

It’s easy at first glance to dismiss Epicurus as just another hedonist caught in pleasure’s trap. But as we dig a little deeper into his writings, a slightly different man emerges. By pleasure, he says, what he means is ‘the absence of pain in the body and trouble in the soul.’ So instead of viewing pleasure as a positive thing to chase and possess, Epicurus asks us to free ourselves of worry and physical pain, so that we may achieve a state of calm and neutrality, which he callsataraxia, or ‘free from worry’. Buddha called it ‘emptiness’.

Necessary and Unnecessary Desires

The first distinction we must make is that between necessary and unnecessary desires, he says. Necessary desires are those that compel us to be free of physical and mental pain, where unnecessary desires cause further pain even after they’re satisfied. All desires of the flesh and of the material world are of the latter sort; though they give us momentary pleasure, they lock us into the pain-pleasure cycle, where we run after more and more pleasure which causes us more and more pain.

Pleasurable pains and painful pleasures

The second distinction is between the different kinds of pleasures and pains. Some ‘pleasures’ result in long-lasting pain, like drinking or taking drugs, whereas some pains – like failure, heartbreak and envy – could lead to resilience, empathy and self-awareness, which are all highly pleasurable states. Epicurus advises us not to judge a pleasure or a pain from what it does to your body right now, but from what it does your mind and character in the long run. Suffering and sadness may make us feel bad today, but we may be better off enduring them if they make us happier beings overall.

Friends, Freedom and Philosophy – the ingredients for happiness

As we may expect of a philosopher, he claims that a life of questioning and debating the deeper questions of life with like-minded people to be the happiest one. In fact, as Alain De Botton presents in the video below, the three things that man needs to be happy, according to Epicurus, are freedom, friends, and solitude in which to reflect. No matter how much you have in terms of material possessions, he says that unless you have these three, it is impossible to be happy. And if you have these three, you will have need for nothing else.

The Connection Between Employee Engagement and Emotional Intelligence

by Peter LaMotte for Switch and Shift

In today’s marketplace, business leaders can’t succeed without the ability to communicate effectively with others, manage their emotions and collaborate on finding solutions to pressing challenges. Perhaps most importantly, they have to be able to connect with employees on a human level, a trait that requires both understanding and empathy.

These attributes are key elements of what is known as emotional intelligence (or Emotional Intelligence Quotient) — being aware of and managing your own emotions and understanding the emotions of others.

A leader with a high EQ is better positioned to instill a deep sense of engagement among employees. Without that sense of engagement, employees are less motivated (and therefore less productive), which can lead to a high rate of turnover that threatens the well-being of the organization.

“True engagement comes from the employee’s relationship with the employer and with the work itself,” note Joel H. Head and Joshua Freedman of the global support network Six Seconds. “By definition, engagement is an inside job.”

Qualities of Emotional Intelligence

Self-awareness is an essential component of emotional intelligence. How well do you know your various emotional states? What are your emotional triggers and what situations tend to set them off? Do you recognize the impact your emotions have on the people around you?

Another critical element of self-awareness is the ability to manage those emotions. This involves understanding what causes stress in your life and developing coping mechanisms (exercise, meditation, etc.) to reduce that stress, so you don’t unleash it on the people around you.

As a business leader, you need to calibrate your emotional states so that you always project an upbeat demeanor and an optimism that employees can rely on. “Once you become a leader, you no longer have the luxury of a bad day,” says leadership expert Amanda Gore. “[People] don’t really care about the boss. They care about what the boss’s mood means for them.”

Self-management also means holding yourself accountable for your decisions and actions. From time to time this requires acknowledging that you’ve erred in judgment and that there’s still room to improve your leadership skills. This quality leads to enhanced trust among the people you hope to lead.

“Employees want to know that you can be trusted; revealing the areas where you can improve makes you more real and genuine,” says business strategist Glenn Llopis. “Employees follow and support leaders who are approachable and relatable, those who will roll up their sleeves and fight the battles with them.”

Social awareness — better known as “empathy” — might be the most critically important element of emotional intelligence. This involves not just listening to what employees have to say, but being able to see it through their eyes.

“Any time you’re dealing with another person … things will go more smoothly if from time to time you put yourself in their shoes and ask yourself, ‘What’s going on for this person right now? What’s important to them? What do they want from this interchange?’” says emotional intelligence consultant Andy Smith. “If you get a sense of what’s going on for them, you will find them much easier to communicate with.”

Finally, emotional intelligence includes social skills: Knowing how to communicate with and persuade others to achieve a desired result, as well as resolving workplace conflicts and inspiring people to go beyond what they believe they can do.

Taken together, these qualities help make up the most effective business leadership model available today. A leader with a high EQ is more confident, more adaptable and better prepared to handle unexpected challenges or threats to the business. He or she is also better poised to navigate the complexities of emotion in crisis management.

Better yet, such leaders convey the same emotionally intelligent traits to their best employees. They in turn become better at managing change, solving problems and — for the greater benefit of the organization — learning how to empathize with your customers’ needs and expectations.

“In the end, leaders become more valuable when they can prove to increase productivity, employee engagement and results by creating a teamwork environment that gets the best performance from everyone,” says Glenn Llopis. “This requires leaders to be strong mentors as well as sponsors who can help their colleagues better navigate workplace opportunities and catapult their careers.”

Can empathy really work in a business world dominated by testosterone?

It certainly can, argues Belinda Parmar, who says it is the tool that leads to success. Do you work for a business that understands this? Take the survey and find out

“Take my advice, Belinda: you’ll never get to the top in this business if you spend all your time worrying about feelings. You’ve just got to sell, sell, sell.”

It took me years to understand just how wrong my manager’s advice had been and that I, like many women, should not have to downplay my empathy skills. Empathy isn’t some soft and fluffy add-on best left to the “dolly birds” in HR, but a hard, teachable skill that opens the door to profit. But he wasn’t the only one needing to wake up to the benefits of empathy. The fact is that the corporate world is an empathy desert: most managers still ladle out dollops of self-centred survivalist Darwinian advice to those climbing the corporate ladder.

Their failure to understand the attraction of empathy is born of a simple misconception; empathy isn’t about people-pleasing. It’s not about being a pushover. Instead, empathy, the ability to understand the impact your actions have on others, is essential to being a player in the corporate game. It needs to be embedded from the boardroom right through to the shop floor.

The evidence shows that emotional intelligence and empathy pays. Among the L’Oreal sales-force, the best empathisers sold nearly $100,000 more per year than their colleagues. Waiters who are better at showing empathy earn nearly 20% more in tips. Even debt collectors with empathy skills recovered twice as much debt.

Yet most companies continue to fuel their empathy deficits, overlooking people who work empathically. The good news is you can teach empathy; it’s like a muscle that can be trained and honed.

This week Lady Geek is launching a campaign to fix this problem: we want to help transform corporate culture, to encourage businesses to become places where empathy and empathisers are valued.

But this is a tall order and we need your help. In order to work out the extent of the problem, we need to collect further data. The corporate world is an empathic wasteland in need of rehabilitation, but to put that right, to redress the empathy deficit, we need to pinpoint those industries and companies in most need of an empathy transplant.

Working with Guardian Women in Leadership, we have prepared a short survey (it will take you no more than 10 minutes) that will allow you to provide your own personal snapshot of the corporate landscape. You can find the survey here.

We want to know about your experiences in the workplace. Specifically, we want you to tell us how the workplace makes you feel. We need you to play your part in the empathy revolution.

Belinda Parmar is the founder and chief executive of Lady Geek.

What You Get From Giving

by Eric Karpinski, The Happiness Coach

It turns out that giving at work can lead you down two very different paths:  great success, or burnout and failure.

Adam Grant, a world-renowned researcher and Wharton professor, in his book Give and Take, lays out the all the compelling research about giving at work. He teaches how to give in ways that build your career and optimize success and describes how to avoid the pitfalls that can waylay good-hearted people on their way to the top.  It is one of the most powerful business books I’ve read since Shawn Achor’s Happiness Advantage.   It syncs cleanly with how happiness and relationships are tied together.

Giving is contagious and grows the pie for everyone

Research results from Christakis and Fowler*, top social network experts, show that giving spreads rapidly through our social connections.   When one person contributes to a group at a personal cost, it positively influences others in that social network to contribute.  And it’s not only those who are direct friends with the giver; the increased altruistic effect is seen three degrees of separation away (i.e. that person’s friends, their friend’s friends and even their friend’s, friend’s,  friends, are more likely to give).   And the benefits of the initial contribution to the group were tripled by the end of the experiment, creating a lot more value for the group than the original altruist’s act alone…

For most of us, seeing the giving side of a person endears us to them.  It encourages us to be around them more, to do things for them and to share experiences.  This builds our trust and keeps us open to connecting more which leads to stronger relationships.  And the research is clear that stronger relationships are a central driver of our happiness and that happiness drives our success…

Giving directly drives our happiness

There is a ton of research that shows that giving makes us happier.   A Harvard study shows that we get more happiness spending money on others than we do spending it on ourselves.  Sonja Lyubomirksy at UC Riverside showed huge increases in happiness by doing five acts of kindness each week are just two recent examples.   Giving, whether in our personal lives or our professional lives, can generate real happiness for us.

How to give 

This seems like it’s obvious, but not everyone knows what I mean by being a giver.  Adam Grant, author of Give and Take, describes it like this:   “Being a giver doesn’t require extraordinary acts of sacrifice.  It just involves a focus on acting in the interests of others, such as by giving help, providing mentoring, sharing credit or making connections for others.”   Don’t get caught up in grand — or public — gestures.  Just do something nice for someone, something in their interest that isn’t necessarily directly in yours as well.

Your Challenge

Find three ways to be a giver over the next week.   Have a colleague who is really stressed about a deadline? See if there is something you can take care of for them.   Are there two people you think would be able to help each other on something? Invite them both to coffee and introduce them to each other.  Or bring in donuts or a fruit salad to the lunch room or a gathering where it’s not expected.  It doesn’t matter what you do; the key is to get started. Then see what happens…

Take a free, online professional course in working with character strengths.

by Ryan M. Niemiec in Psychology Today

Far gone are the days in which I had to spend time correcting people mispronouncing VIA (“vee-uh”), educating professionals who referred to VIA by its previous name of “values in action,” explaining why character strengths are important for various outcomes, or instructing people how to take the VIA Survey online. Professionals in the field now have a working knowledge of character strengths – both of their own top strengths as well as ideas for helping clients identify their strengths. Now, participants are eager to dig deeper and to expand their versatility in working with strengths.

The VIA Institute’s new partnership with Wholebeing Institute does just that. Both entities are interested in contributing to the knowledge of those who are teaching and helping others discover and express their strongest characteristics. We believe this will contribute to greater well-being in the world. This course offers another entry point for learning about strengths.

Join an ever-expanding group of coaches, educators, managers, leaders, and other professionals in learning new ways of applying the VIA Survey and character strengths in your professional life. You will learn ways to help others be more engaged, productive, and happy. Best of all – it’s all online!

Register here

Happiness At Work edition #102

All of these articles and more are included in this week’s new collection.

Enjoy…

 

Happiness At Work #101 ~ how to make your own success story great

Pyramid of Success - John R. Wooden, Basketball Coach

Pyramid of Success – John R. Wooden, Basketball Coach

This week we highlight the power of our minds to create what happens to us.

What we choose to tell ourselves dramatically affects the story we make for our own life.  And the stories we choose to tell and make in our communications give us the power to affect and influence the lives of the people we work.

Ultimately stories give us the ability to create and enact not just our own hero’s success story of greatness, but the power to change the world and people’s lives.

Here is a great set of brain exercises by way of a warmup.

The right answers, when you find them, just see so obviously right you’ll know when you’ve found them.

I hope you enjoy these as much as we did…

Brain teaser to exercise your cognitive skills: Where do words go?

Here is a brain teaser whose aim is to stim­u­late the con­nec­tions or asso­ci­a­tions between words in your tem­po­ral lobe. You will see pairs of words, and your goal is to find a third word that is con­nected or asso­ci­ated with both of these two words.

For exam­ple, the first pair is PIANO and LOCK. The answer is KEY. The word key is con­nected with both the word piano and the word lock: there are KEYS on a piano and you use a KEY to lock doors. Key is what is called a homo­graph: a word that has more than one mean­ing but is always spelled the same.

Ready to stim­u­late con­nec­tions in your tem­po­ral lobe(s)? Enjoy! (Solu­tions are below. Please don’t check them until you have tried to solve all the pairs!)

1. LOCK — PIANO

2. SHIP — CARD

3. TREE — CAR

4. SCHOOL — EYE

5. PILLOW — COURT

6. RIVER — MONEY

7. BED — PAPER

8. ARMY — WATER

9. TENNIS — NOISE

10. EGYPTIAN — MOTHER

Link to read the original article and to get the answers

What follows in this post are some different ideas about how we can do this.

Cristiano Ronaldo — Greatness Awaits (World Cup)

The journey of a hero at its earliest, most humble beginnings is nothing more than a desire for greatness…

And legends aren’t born from mediocrity. They are born from excellence. They are born from being the best. From being the hardest working. Legends are born from failure. They are born from falling down time and time again and having the grit to get back up again. Legends are born from adversity. They are forged in the crucible of struggle. Heroes come and go. But legends, legends live forever…

Story Pyramid or arc

Story Pyramid or arc

Nancy Duarte on Failure, Bootstrapping, and the Power of Better Presentations

How to use the hero’s story to present better, the tension of creative work and commerce, learning to let go, and the power of turning failure into your life’s work…

Most believe great presenters are born and not made. Nancy Duarte would argue against this. After all, she received a C- in Speech Communication class in college. Since then she’s gone on to become a world-renowned author and expert on the art and science of delivering compelling presentations.

Today her firm works with the world’s top brands like Cisco, General Electric, The Food Network, and Twitter to help their employees evolve their presentation skills into messages that shift beliefs and behaviors. In addition, her books Slide:ologyResonate, and HBR’s Guide to Persuasive Presentations do much to fill in the knowledge gaps of how to make presenting easier and more engaging for your audience.

Presenters tend to quickly go to tools like PowerPoint, which is used second only to email, to communicate. But strong communicators are able to visualize their ideas…

Your vision needs to be clear and if people can see what you’re saying, they will understand you. Practice sketching what you see.  There is tremendous power in being able to sketch out an idea so others can see it…

“You have the power to change the world…”

If you put slides between you and another person, you cheat yourself out of an opportunity to create a personal connection. In one-on-one situations, you have the chance to make a really rich human connection yet so many times that opportunity is lost due to putting technology between you and them.

Instead of looking at each other, people end up looking at technology. When you’re on-on-one, try using a piece of paper between you instead.  You can have some concepts on the paper, or it could be a printout of your slides that you both build on, or even start with a blank sheet of paper.

What this type of setup says is, “Let’s both create something.”

Link to read the original 99u article

 standing over the clouds

How can I cope better with setbacks?

by Jan Hills, adapted from the content in her new book, Brain-Savvy HR

You and a colleague have been working on a new project proposal which gets rejected by the board. You’re gutted, and finding it hard to get past the sense of disappointment, the feeling that your career has stalled. But your colleague seems to be much more philosophical about the decision. She’s shrugged it off and seems to be getting on with things. Didn’t she have as much invested in getting the project off the ground – didn’t it matter as much to her? Or is she just coping better?

The difference is resilience.

It’s the art of adapting well in the face of adversity: when a proposal is rejected, when a valued colleague moves to another company, or if you lose your job in a downsizing. Some people describe it as the ability to bend without breaking.

Biologically, resilience is the ability to manage the physical and neurological impact of the stress response. Stress can have a significant impact on the immune system, and make us physically ill, but the effects are entirely dependent on how we, individually, react to it. (Read more about that in the chapter in this section “I can’t avoid stress in my job.”

What makes us resilient?

Studies of twins suggest that at least some of our response to stress, and our ability to cope with it, is inherited. Having a sociable personality that embraces novel tasks and interests, and being accepting of yourself and your faults makes someone more resilient.

But our environment also comes into play: the patterns of behaviour we’ve learned, our education, support from our family, our income and security. But research also shows that we can build resilience with some discipline and consistent practice.

Resilience in the brain develops through repeated experience. Any experience, whether positive or negative, causes neurons in the brain to activate. The strengthened connections between them create neural circuits and pathways that make it likely we will respond to the same or a similar situation in the same way that we reacted before.

This is the brain’s natural way of encoding patterns that become the automatic, unconscious habits that drive our behaviours. It relies upon the neuroplasticity of the brain: its capacity to grow new neurons and, more importantly, new connections among the neurons. When we choose to act in particular ways, repeatedly, to the extent we form new habits and ways of behaving, we are engaging in self-directed neuroplasticity.

How can we become more resilient?

Some of the effective strategies that are well-supported by scientific evidence for developing resilience include:

Learn “emotional regulation”

Two approaches to self-regulation that have been extensively studied are reappraisal and mindfulness meditation…

Reappraisal is a technique for reinterpreting the cause of a negative emotion or stress. So instead of seeing your rejection for promotion as a failure, you reappraise it as an opportunity to build mastery and deepen expertise in your current role

Columbia University’s Kevin Ochsner has found that reappraisal results in changes in the brain, particularly in the prefrontal cortex: the centre for planning, directing and inhibiting. It also decreases the activity of the amygdala, responsible for emotion. The result is that an experience is less emotionally charged and it’s possible for the person to interpret it more positively. People who practise this technique report greater psychological wellbeing than those who suppress their emotions.

So when you’re faced with a negative experience you may find it useful to ask yourself: “Is there a different way to look at this?” Be like the optimistic friend who would put a different spin on it for you.

Our experience of using this strategy with clients, especially in very tough circumstances, is that it can be challenging and it takes practice. Ochsner has found that training in reappraisal, especially using the technique of distancing from the problem, is successful.

Another method for increasing resilience and managing emotions is mindfulness meditation, which has been found to improve focus and wellbeing, and encourage more flexible thinking. Brain scans have shown increases in activity in the left prefrontal cortex (which is associated with emotional control), a boost in positive emotions, and faster recovery from feelings of disgust, anger and fear.

Adopt a positive outlook on life

Optimism is associated with good mental and physical health, which probably stems from a better ability to regulate the stress response. Psychologist Barbara Frederickson has found that negative emotions tend to increase physiological arousal, narrow focus and restrict behaviours to those which are essential for survival, like just getting your report done in the usual way, and avoiding social interaction and helping anyone else.

Positive emotions, by contrast, reduce stress and broaden focus, leading to more creative and flexible responses. In this frame of mind you’d be more likely to come up with a new report format which works better, get input from colleagues, or help your junior by coaching them to do the data analysis.

Do you believe you’re in control?

Psychologist Julian Rotter has developed the concept of “locus of control.” Some people, he says, view themselves as essentially in control of the good and bad things they experience: they have an internal locus of control. Others believe that things are done to them by outside forces, or happen by chance (an external locus).

These viewpoints are not absolutes, says Laurence Gonzales, author ofSurviving Survival: The Art and Science of Resilience. “Most people combine the two,” he says, “But research shows that those with a strong internal locus are better off. In general, they’re less likely to find everyday activities distressing. They don’t often complain, whine, or blame. And they take compliments and criticism in their stride.”

Developing an internal locus takes discipline and self-awareness, but it enables you to envisage options and scenarios based on intuition and foresight, which means you can create plans in anticipation, or in the midst of a challenge.

And what about optimism?

Resilience is associated with a type of realistic optimism. If you’re too optimistic you may miss negative information or ignore it rather than deal with it. Over-optimism results in taking or ignoring risks, which may actually increase stress. The most resilient people seem to be able to tune out negative words and events and develop the habit of interpreting situations in a more positive manner. Oxford psychologist Elaine Fox says we can train ourselves to do this.

What this means for us in business is that we should take a positive outlook whilst carefully assessing and acknowledging risks using techniques like pre-mortems and appreciative enquiry.

Get fit

Aerobic exercise has been shown to reduce symptoms of depression and anxiety and improve attention, planning, decision-making and memory. And exercise appears to aid resilience by boosting levels of endorphins as well as the neurotransmitters dopamine and serotonin which may elevate mood. It also suppresses the release of the stress hormone cortisol.

Develop your resilience muscle

Researchers recommend “workouts,” or tasks that get gradually more challenging. This idea of “stress inoculation” is based on the theory that increasing the degree of difficulty teaches us to handle higher levels of challenge and stress.

If you dread giving presentations then offering to give the after-dinner toast at an annual dinner, and signing-up for a speaking club, can be part of a process gradually training yourself out of the fear.

The same approach as training for a marathon also works for mental challenges, according to the authors of Resilience: the science of mastering life’s greatest challenges. However, just as with an athlete’s training and competition programme, it’s important to build-in recovery time: extended periods of stress without a recovery period can be damaging. One of the skills of resilient people, according to performance psychologist Jim Loehr, is knowing when they need a break.

Maintain your support networks

Developing your network of supportive friends, family and colleagues is another important way to enhance your resilience. Don’t be too busy to do lunch, help someone or stop and talk to a colleague: it reduces your stress response and bolsters your courage and self-confidence, and creates a safety net.

Social ties make us feel good about ourselves: they activate the reward response in our brain. Objectively evaluate your network and analyse its strengths. You may have support in your home life, but do you also have it at work? Who do you know who could help you with different types of challenges? Who understands you, and has the skills you could call on in a crisis?

Follow good role models

We’re familiar with the idea of role models in business and leadership development. But thinking about who your models are for resilience may be a new idea for you. Consider who you know who has been through tough times in the business and has come through. What are the characteristics of their strength and how did they manage the challenge?

Psychologist Albert Bandura believes modelling is most effective when the observer analyses what they want to imitate by dissecting different aspects and creating rules that can guide their own action.

It’s all about belief

Psychologist Edith Grotberg believes that everyone needs to remind themselves regularly of their strengths. She suggests we cultivate resilience by thinking about three areas:

  • Strong relationships, structure, rules at home, role models: these are external supports.
  • Self-belief, caring about other people, being proud of ourselves: these are inner strengths that can be developed.
  • Communicating, solving problems, gauging the temperament of others, seeking out good relationships: these are the interpersonal and problem-solving skills that can be acquired.

At the heart of resilience is a belief in ourselves. Resilient people don’t let adversity define them: they move towards a goal beyond themselves and see tough times as just a temporary state of affairs.

Link to read the original HRZone article

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Instinct Can Beat Analytical Thinking

Researchers have confronted us in recent years with example after example of how we humans get things wrong when it comes to making decisions. We misunderstand probability, we’re myopic, we pay attentionto the wrong things, and we just generally mess up. This popular triumphof the “heuristics and biases” literature pioneered by psychologists Daniel Kahneman and Amos Tversky has made us aware of flaws that economics long glossed over, and led to interesting innovations in retirement planning and government policy.

It is not, however, the only lens through which to view decision-making. Psychologist Gerd Gigerenzer has spent his career focusing on the ways in which we get things right, or could at least learn to. In Gigerenzer’s view, using heuristics, rules of thumb, and other shortcuts often leads to better decisions than the models of “rational” decision-making developed by mathematicians and statisticians.

Gerd Gigerenzer:

I always wonder why people want to hear how bad their own decisions are, or at least, how dumb everyone else is. That’s not my direction. I’m interested to help people to make better decisions, not to state that they have these cognitive illusions and are basically hopeless when it comes to risk…

Assume you are a turkey and it’s the first day of your life. A man comes in and you believe, “He kills me.” But he feeds you. Next day, he comes again and you fear, “He kills me,” but he feeds you. Third day, the same thing. By any standard model, the probability that he will feed you and not kill you increases day by day, and on day 100, it is higher than any before. And it’s the day before Thanksgiving, and you are dead meat. So the turkey confused the world of uncertainty with one of calculated risk. And the turkey illusion is probably not so often in turkeys, but mostly in people…

Gut feelings are tools for an uncertain world. They’re not caprice. They are not a sixth sense or God’s voice. They are based on lots of experience, an unconscious form of intelligence.

I’ve worked with large companies and asked decision makers how often they base an important professional decision on that gut feeling. In the companies I’ve worked with, which are large international companies, about 50% of all decisions are at the end a gut decision.

But the same managers would never admit this in public. There’s fear of being made responsible if something goes wrong, so they have developed a few strategies to deal with this fear. One is to find reasons after the fact….

Using data more intelligently is a good strategy if you have a business in a very stable world. Big data has a long tradition in astronomy. For thousands of years, people have collected amazing data, and the heavenly bodies up there are fairly stable, relative to our short time of lives. But if you deal with an uncertain world, big data will provide an illusion of certainty. For instance, in Risk Savvy I’ve analyzed the predictions of the top investment banks worldwide on exchange rates. If you look at that, then you know that big data fails.

In an uncertain world you need something else. Good intuitions, smart heuristics.

Link to read the original Harvard Business Review article

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Rethinking the Placebo Effect: How Our Minds Actually Affect Our Bodies

by 

Among the most intensely interesting pieces in the Nothing: Surprising Insights Everywhere from Zero to Oblivion collection is one by science journalist Jo Marchant, who penned the fascinating story of the world’s oldest analog computer. Titled “Heal Thyself,” the piece explores how the way we think about medical treatments shapes their very real, very physical effects on our bodies — an almost Gandhi-like proposition, except rooted in science rather than philosophy. Specifically, Marchant brings to light a striking new dimension of the placebo effect that runs counter to how the phenomenon has been conventionally explained. She writes:

It has always been assumed that the placebo effect only works if people are conned into believing that they are getting an actual active drug. But now it seems this may not be true. Belief in the placebo effect itself — rather than a particular drug — might be enough to encourage our bodies to heal.

Recent research confirms what Helen Keller fervently believed putting some serious science behind the value of optimism. Marchant sums up the findings:

Realism can be bad for your health. Optimists recover better from medical procedures such as coronary bypass surgery, have healthier immune systems and live longer, both in general and when suffering from conditions such as cancer, heart disease and kidney failure.

It is well accepted that negative thoughts and anxiety can make us ill. Stress — the belief that we are at risk — triggers physiological pathways such as the “fight-or-flight” response, mediated by the sympathetic nervous system. These have evolved to protect us from danger, but if switched on long-term they increase the risk of conditions such as diabetes and dementia.

What researchers are now realizing is that positive beliefs don’t just work by quelling stress. They have a positive effect too — feeling safe and secure, or believing things will turn out fine, seems to help the body maintain and repair itself…

Optimism seems to reduce stress-induced inflammation and levels of stress hormones such as cortisol. It may also reduce susceptibility to disease by dampening sympathetic nervous system activity and stimulating the parasympathetic nervous system. The latter governs what’s called the “rest-and-digest” response — the opposite of fight-or-flight.

Just as helpful as taking a rosy view of the future is having a rosy view of yourself. High “self-enhancers” — people who see themselves in a more positive light than others see them — have lower cardiovascular responses to stress and recover faster, as well as lower baseline cortisol levels.

Marchant notes that it’s as beneficial to amplify the world’s perceived positivity as it is to amplify our own — something known as our “self-enhancement bias,” a type of self-delusion that helps keep us sane. But the same applies to our attitudes toward others as well — they too can impact our physical health.

Link to read the original Brain Pickings article

7 Life-Learnings from 7 Years of Brain Pickings, Illustrated

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“Presence is far more intricate and rewarding an art than productivity.”

See also this beautifully drawn reworking of the seven things Maria Popova learned from the first seven years of making her eclectic and wonderful blog

Happiness At Work edition #101

You can also see these drawings and find all of of these stories and more in this week’s new Happiness At Work collection.

 

Happiness At Work edition #100 – how we achieve our potential

ladder to the sky edit

Science of Happiness At Work expert Jessica Pryce-Jones discovered through her research in dozens of different organisations that what lies at the heart of happiness at work is achieving our potential.

If we feel we are doing this, we will probably feel that we have high levels of trust in the work we are doing, and pride in and recognition for what we are achieving.

This week, as we celebrate our 100th edition of the Happiness At Work collection, I want to headline stories from this week that shine a light on different ways we can all reach out and into our best and fullest potential.

We use Jessica Pryce-Jones’ 5 Cs model in our happiness at work training because it has been rigorously researched in organisations and because it provides a practical framework to grow and sustain increased levels of happiness at work, both as an individual and collectively as an organisation or team.

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Happiness at work is a mindset which allows you to maximise performance and achieve your potential.  You do this by being mindful of the highs and lows when working alone or with others.” Jessica Pryce-Jones

The first key to happiness at work is your approach and being aware of it.  Being mindful allows you to have a perspective on a situation, which means you’ll manage it better.

Secondly, our definition of happiness focuses not only on the individual but also on their role within the group because that’s where most work takes place.

Thirdly, it’s important to recognise the “yin and yang” effect.  Growth of any sort involves accepting that discomfort and difficulty are part of the process.  Happiness at work doesn’t mean that you have to feel good 100% of the time.  Or that you shouldn’t feel the usual negative emotions you do at work.  Like anger, frustration, disappointment, failure, jealousy or shock.  Just like the times when you feel so stretched that you aren’t sure how you will cope.  Those are the moments that help you achieve your potential.  The times that you look back at with a sense of accomplishment and achievement.

Moving from struggle to success to the next struggle to the next success in a repeated upward spiral is how you grow, develop and achieve more.  It is what peak performance is made of.  And it is how you become happy at work.

And lying at the heart of all this is

Achieving Your Potential – if you think you are – you will be happy at work,

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This is strongly associated with:

Feeling energised – pay attention to what energises you because it is a good internal marker of your happiness.  (Doing long hours may mean you don’t have enough recovery time.  And it looks like a 48hour week is the maximum you can work before productivity starts to rapidly fall off.

Using your strengths and skills – work to your strengths but don’t lose sight of weakness – successful people are aware of both, and spend time boosting and refining their skills too.  We now know with certainty that when we use our signature strengths we not only find things easiest and ‘natural’, we also do our finest work, and we feel energised and nourished doing it.

Remember the fastest way to develop your potential is to learn.

Overcoming challenges – like most people, even when you enjoy overcoming a challenge, you won’t like having to face especially hard difficulties, and it is normal to experience less happiness when you start tackling a difficult project and more as you work your way through it.

And part of our humanness is to feel greater pride for achieving things that have been difficult for us, more than the things we might do more brilliantly but, for us, are no big deal because they lie within our natural or existing strengths and capabilities.

But what if you don’t feel you are achieving your potential?

Well here is where the 5 C’s come in – and each of these are areas that we can learn how to develop and grow stronger.

First is Confidence

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Most of us take Confidence for granted when it feels strong and only notice it when don’t feel like we have it. Even though this scored the least important element after the other C’s, Confidence is the one on which all the others depend – you can’t have high levels of Contribution, Conviction or Commitment without it.

If you’re one of those people who have the highest level of happiness at work you will have 40% more confidence than other people.  And when you have high confidence you’ll also have 25% more self-belief; and 180% more energy and get 35% more done.  And you will feel like you understand your role backwards & forwards.

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Contribution is the most important component of Happiness At Work and is made up of two dimensions:

The Inside-Out aspects are what you bring to your work. 

These are:

Feeling Secure In Your Job

Raising Issues That Are Important To You

Having Clear Objectives

and Achieving Your Goals

There is a huge body of research, which shows that if this bit of your working life is right, a lot of the rest will fall into place. And, as we have already noticed, iti’s only difficult goals that increase our happiness over time.  Easy ones just don’t make you feel good.

The Outside-In aspects are what you get from your work;

Feeling that you are Listened To is the most important element in the Outside-In group.  It is fundamental to your happiness at work and productivity.

Feeling Respected By Your Boss and Getting Positive Feedback really build Contribution.  We need at least 3x and ideally 5x as many positive comments to equal the effect of one negative criticism, and we do our very best work when we are feeling positive.

Feeling Appreciated At Work means feeling validated for who you are and what you bring, as well as getting thanks for what you do

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Conviction is the engine that means you deliver come what may.

It’s what keeps your Contribution on course when things are going well and means you won’t stall when they are not.  Conviction is the second most important element for happiness at work after Contribution.

High Conviction means you have high Motivation

Motivation comes from the Latin word meaning “to move”.  We need a compelling reason to get moving and this can be either TOWARD something we desire and want to get closer to having, or AWAY FROM something we don’t want or wish to avoid happening.   Being motivated involves purpose, direction, and effort.  And it’s enhanced when you feel you have choice, when you feel competent and when you feel strongly and positively connected with the people around you.

With high Conviction you also feel Resilient  – ready to deal with the challenges you might face.

And you feel that Your Work Makes A Positive Impact on the world.

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Commitment is a dynamic balance between what we believe and what we feel – our head and heart if you like.

One of the elements of having a high Commitment is believing in the Vision of your organisation And – above that – believing that what you are doing is worthwhile – that it adds up to something that extends beyond your own self-interest.  Your commitment will be stronger for work that connects to what you are interested in and like doing.

And all of this is boosted by strong bursts of positive emotion – enjoying what you are doing.

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And the 5th C is Culture

This is the environment in which you work.  Culture when looked at through a happiness lens means working in a place where your preferences for how you like to work are matched.

In a large organisation you may have less control over Culture than you do over your Confidence, your Contribution, your Conviction and your Commitment.  But it will have a big effect on you. When it is right you almost don’t notice it.  But when it’s wrong it’s really wrong because you will feel you just don’t fit.  And this can easily lead to you doubting yourself rather than the place you’re working in.

High levels of satisfaction with your work Culture come from:

Having a fair ethos at work 

and Feeling in control of your daily activities.  The more autonomy or choice (real or perceived) that you feel you have in your job, the more you can deal with its daily pressures.

People who are most happy at work experience a 33% greater sense of control than their least happy peers.

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And round the outside and emanating out from the 5 C’s are Pride Trust and Recognition

Are you proud of your work?

Do you trust your people you work with?

And do you feel you get enough recognition for what you do?

Pride and Trust work like a pair of facing mirrors.  While one mirror shows your front, the other shows your back, together they reveal multiple aspects of the same thing:  your happiness at work.

Recognition is related but different.  Pride and Trust are what you give to your organisation and Recognition is what you get back from it.

Recognition is when others inside or outside your organisation acknowledge what you do and the way you do it.  It is your payback and it means much more than money.  We know this because there is a strong negative correlation between Recognition and pay, which means that the more you want Recognition, the less you will be happy with money in its place.

You need all three in place if you’re going to feel really happy at work. Pride and Trust without Recognition will make you ask: “Why do I bother when no-one notices what I’m doing?” And lots of Recognition without Pride and Trust will just feel fraudulent – unearned and undeserved.

Pride, Trust and Recognition map strongly onto all of the 5 Cs and the scores you give to these will not only give you a very clear indicator of how happy you are at work, but will also tell you how well the 5 Cs are working for you

The outer wheel aspects of Pride, Trust and Recognition help you to understand more specifically what our happiness at work is bringing you,  They are the golden wheel that is turned by the spokes of the 5 Cs, and you need all of these to be strong to keep your Pride, Trust and Recognition strong and unbroken.

And at the heart of everything is your central hub of Achieving your Potential that is directly affected by the strengths and balance of all of the others.

We are each responsible for our own levels of happiness

The good news is you have much more room for manoeuvre than you may think.  And there are always choices.

The most important first start point is self-awareness:  the more you know about yourself, and your situation, the greater the range of possibilities  and choices that you will be able to discover to start to make a positive difference. Here’s what Jessica Pryce Jones tells us – a call to action if you like:

If you continue to put up with what you’ve always had, that’s what you’ll always get.   And if we all do that, nothing will change.

We need to make a fundamental shift to work that brings together some of the key recent findings in organisational research, neurology, psychology, behavioural economics, psycholinguistics, and anthropology.  To create new models, new practices, and a new approach…regardless of sector, nationality, product, service, role or status. 

The only way to do this is to galvanise around something that is practical, that’s compelling for individuals as well as organisations, and that produces real results, results of real and lasting value.

Or as American psychiatrist Theodore Ruben puts it…

“Happiness does not come from doing easy work but from the afterglow of satisfaction that comes after the achievement of a difficult task that demanded our best.”

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Here are some more articles fro this week’s Happiness At Work collection that add further ideas and techniques for achieving our potential…

8 Not-So-Obvious Signs You’re Actually Doing Work You Love

 Renee Masur writes…

When we find a job we feel passionate about, there are a lot of signs that we love it. But finding work we love does not always mean that it’s easy. And when the work begins to challenge us, or when we hit roadblocks (which everyone will) it’s not as easy to tell if we’re actually doing work we’re meant to do.

Finding work you are truly passionate about can feel a lot like falling in love. You become infatuated, excited, and you can feel yourself changing for the better. But what happens when you get used to it? New is now familiar, and that loving feeling is not as “sparkly” as it once was. In some cases, when relationships last for this long (with a person or a career) it can be difficult to tell if you still want to be in it for the long run. Here are some signs that you’ve found the one.

1. There are never enough hours to accomplish everything.

There is always a constant stream of work coming in. But you don’t let it paralyze you. There is so much to be done because you keep getting it done. You’re in the work flow…

Hemingway always stopped writing when he had more to say. It was better than writing ’til he ran dry, which meant picking it up the next day with nothing ready to write. This is you at work. There’s always a to-do list ready to go the next day.

2. You often remind yourself of the “bigger picture.”

There are always going to be little mundane tasks that have to get finished—even if we don’t want to be the one to finish them. It’s easy to lose yourself in the nuts and bolts of a project without envisioning it’s completion. It’s even easier to get hung up on how difficult and time consuming the little projects can be.

But when you love the work you do, you always find a way to see the forest through the trees and remind yourself of what you are working toward.

3. Your frustration is born out of something not being good enough.

When we care about the work we do and something doesn’t live up to our standards, it can be really disappointing. If this frustration comes from wanting something to be better than it is and (here’s the kicker) taking extra time and effort to bring it up to those standards, then you are actually doing work that matters to you.

Even if the struggle feels like a huge pain, working toward the end result you want will give you an even greater sense of reward once you get it there.

4. You talk about your work during breakfast and dinner.

You seriously can’t help talking about the thing you’re working on, even if it frustrates you. You try to talk out the issue with your loved ones, thinking maybe another perspective can help you “hallelujah” your way to a solution. Complaining about your job does not fall into this category.

There will always be days or even weeks at a time when things just feel like they’re working against you, but you keep talking about your work through every kind of phase. Work does not end when you walk out the door at the end of the day.

5. You feel like the day just started when it’s suddenly lunchtime.

Have you ever done this? You’ve gone through a couple of tasks, maybe answered a few quick emails, or tidied up some things left from the previous day and are ready to dig into the bigger work when you look at the time and it’s 11:47 a.m.? Where the heck did the morning go?

If it’s easy for you to get into flow, meaning you’re working on something that is not too easy but not so challenging you can’t do it, you’re doing work that is juuuust right for you.

6. You are constantly inspired by the people around you.

The things they seem to accomplish can sometime blow you away. You admire their tenacity in their work and you want to support them any way you can so that they can keep being awesome. You love what you are all working toward collectively as a team.

Typically, when we are feeling good, we see the good in others. So by admiring the work of others, it’s coming from a place of admiring your own work as well.

7. You find yourself looking at your extracurricular life in terms of work.

You are not strict about mentally checking out of work when you don’t have to be there. You like your work, so you also like thinking about it outside of office hours. You find yourself solving problems, brainstorming ideas, and thinking in terms of how something in your life relates to something in your work.

Like Newton and the apple, sometimes your greatest ideas come to you when you are far from the office.

8. You don’t dread Sunday night.

For people who don’t like their jobs, every day of the week has a certain quality. Monday is for the blues, Wednesday is halfway there, and Friday is the sweetest day of the week because it means they are one lazy work day away from the weekend. Many Saturdays are occupied by a hangover, and Sunday, well, even though it’s a day off, it can feel like one of the most dreadful because another work week is around the corner.

But when you like the work, Sunday is a great day! Just like most of the other days. It’s always so nice to have time to take care of our homes, spend quality time with family and friends, or just go out and explore. But when Sunday does finally come around, it’s almost exciting to get back to work after a refreshing weekend.

Link to read the original Lifehack article

jigsaw pieces pushed together 2

Inspire learning through emotional connections

Kasmin Cooney writes this article about what great trainers do, but is so true also of great leadership that I have enlarged what Cooney writes to include managers and how we can help people to achieve their greatest potential in a role as a trainer, facilitator or manager…

…For me the ability of a trainer or facilitator or manager to inspire people to move out of their comfort zones and make change is extremely powerful. Effective learning, ideally, will put the delegate or learner at the centre of the event, rather than the event to provide a platform for the trainer or facilitator or manager to spout on about their own personal achievements. So, if a programme is being led properly, the trainer or manager themselves cannot be the centre of attention, no matter how wonderful their own experiences. Learners must be the centre of that particular universe. The trainer or manager with the edge truly believes that everyone holds their own key, which can unlock the potential within. A fabulous trainer or manager believes in her or his delegates’ abilities and potential to shine. For me it is the belief, held by the trainer or manager, that the people sitting before them can be amazing, that provides the difference between the trainer or manager who can do a good job and one that can inspire change. The exceptional trainer or manager not only believes the people before them are amazing; they help them to realise the fact too. The trainer or manager’s faith alone in people’s abilities to shine is not quite enough.  Each person must believe in their own potential, otherwise the magic doesn’t happen. Those trainers and teachers and managers that can wield magic and open doors, will inspire hope, ignite imagination, and build confidence in people to be the best they can be. 

Link to read the original HRZone article

leadership composite

7 Roles of an Exceptional Team Leader

Continuing the theme of helping others to achieve their potential, here is a great set of roles that highlight the different things we need to be and bring to help different people at different times to progress and advance in their learning, confidence and work.

Used together they provide a sufficiently complex and rich array of responses to help us to achieve our real change and transformation.

Karin Hurt writes…

Team leaders wear many hats, not always all at the same time. Concentrating on these 7 roles in your leadership development efforts will go a long way to exceptional frontline execution. #1 The Translator

  • Key Question:  What’s most IMPORTANT?
  • Important Duties: Makes company vision relevant; identifies key priorities.

#2 The Galvaniser

  • Key Question:  How do WE make a difference?
  • Important Duties: Rallies the team around a concrete picture of success; Shows the team that they are vital and able to accomplish something magnificent.

#3 The Connector

  • Key Question:  How can we best work TOGETHER?
  • Important Duties: Knows each team members strengths and motivations; Draws on strengths to create synergy.

#4 The Builder

  • Key Question: How do we IMPROVE?
  • Important Duties: Stretches individuals and the team; Expands individual and collective capacity.

#5 The Backer

  • Key Question: How can I HELP?
  • Important Duties: Offers support and removes roadblocks; Digs in and supports the team.

#6 The Accelerator

  • Key Question:  How do we accomplish MORE?
  • Important Duties: Challenges the team to break through to new levels; Inspires creative ways to do more with less

#7 The Ambassador

  • Key Question:  How do we SHARE our success?
  • Important Duties: Advocates for the team; Showcases team and individual accomplishments.

Link to read the original Lets Grow Leaders article

 

The role of the coach: Applying sport and organisational psychology to business

What can business learn from the world of sport?

Some of the key theories and practices used in executive coaching will be detailed by Olympic gold medallist Adrian Moorhouse MBE at the Alec Rodger Memorial Lecture on Tuesday 24 June at Birkbeck, during Business Week.

In his keynote address, Moorhouse, managing director of Lane4, which helps organisations build competitive advantage through individual and team development, will explain what he believes business can learn from sport and how concepts within sport psychology and organisational psychology more broadly can help to create high performance business environments.

Resiliencelearning mindset and high performance leadership are three of the elements that Moorhouse highlights as key for organisations to learn from the sporting world…

The name ‘coaching’ is of course derived from sport, and has helped raise its perceived value in business as it has a more performance edge compared to ‘counselling’. The focus is on ‘reaching your full potential’, ‘increasing your performance’, and ‘finding solutions’…

Moorhouse points out that, like the best sporting coaches, successful leaders engage with their teams, particularly when times are hard, they confide in them and share the problem at hand. They frame the long-term mission not just the short-term financials.

Moorhouse explains:“If my swimming coach had walked poolside when I was training for the Olympics and constantly told me that I had to reach a 62-second speed, it would have been morale-crushing. Instead, he would remind me that I am in winter training, that I am recovering from an injury, and that I am trying my best, but also that the Olympics are on the horizon and my purpose is to be a world-class swimmer.”

Increased resilience

It is vital to drum home the broader objective behind what your organisation is doing and how the workforce can play a meaningful part in achieving that.  Leaders should help their employees become more resilient and not through the macho approach of telling them to stick with it and work harder, but the emotionally intelligent way of nurturing resilience by balancing well-being with performance. A manager must avoid burn-out, just like an athlete…

Interestingly, Organisational Citizenship Behaviour (OCB) research, also referred to as contextual performance, maps the extent to which altruism, civic virtue, sportsmanship, courtesy and conscientiousness are manifested at work and why investing more time cultivating OCBs makes commercial sense, even in today’s fast-paced organisational cultures. And one important predictor of OCB is leadership – if there is a good relationship between the leaders and the employees, more examples of helping behaviours will be found, as well as higher performance levels (Motowidlo, 2011).

And it is perhaps here that an executive coach can really make a difference.

Link to read the original HRZone article

sleeping

6 Strategies to Sleep Soundly, Wake Rested and Accomplish More

Michael Hyatt writes…

Most research shows that we don’t get enough sleep, and our deficit is seriously hurting our productivity, our physical health, even our mental wellbeing.

There are a lot of factors working against us, but many of these are easy to address. You don’t have to follow any of these perfectly—I certainly don’t, at least not all the time—but here are six strategies for getting more and better sleep starting tonight.

1. Get Committed

How many times have we been up later than we wanted because there was one more link to click, one more episode to watch, one more page to read, one more whatever?

Researchers call it “bedtime procrastination,” and it’s really about willpower. If we want the benefit of extra sleep, we have to decide on the tradeoff: one less link, one less episode, one less page.

Determine to go to bed at a set time and then do it.

2. Set an Alarm

To help follow through on that commitment, set an alarm. There’s an inertia to being tired. We’ve all experienced this. It’s easier to just go on than go to bed. But a calendar alert or phone alarm can help us change gears when we might otherwise cruise along for another hour or more.

Blogger Eric Barker started using an alarm to signal sleep time and reports it’s even more beneficial than a morning alarm.

3. Establish a Ritual

It’s easier to do just about anything when there’s a pattern or a rhythm we can follow. As parents and grandparents, we know bedtime rituals work for our kids, but they can work for us too— especially if the ritual includes things that are helpful in making the transition to sleep, like:

  • getting a warm bath or cup of herbal tea
  • meditation, prayer or devotions
  • a novel saved just for bedtime
  • writing up our Gratitude Journal
  • processing the day with our spouses in bed

The key is to follow the same pattern most nights, even on weekends.

4. Go for a Run, but Not Before Bed

We all know about the benefits of exercise for health and longevity, but it’s crucial for improved sleep as well. Research shows that exercise in the morning or afternoon can benefit sleep.

David K. Randall’s survey of sleep science, Dreamland, confirms these findings and adds another side benefit of exercise, particularly outdoor activity. Exposure to sunlight helps “keep the body’s clock in sync with the day-night cycle and prime the brain to increase the level of melatonin [the sleep-regulating hormone] in the bloodstream,” he says.

The important thing is to avoid exercise right before bedtime, which will make it harder to fall to sleep.

5. Kill the Lights

Just as important as getting enough natural light during the day, it’s critical to extinguish artificial light at night.

More than nine in ten of us use electronic devices before sleep, according to the National Sleep Foundation. Not only can the tweets, emails, videos, and articles we consume leave our minds buzzing and unrestful, the light from the devices themselves—even little LEDs—can compromise our slumber.

To prevent experiencing what expert Michael J. Breus calls “junk sleep” consider:

  • turning off TV’s, tablets, and other screens an hour before bedtime
  • putting your phone in a drawer or leaving it in another room
  • getting black-out curtains for summertime or sleeping with an eye mask
  • reading a genuine paper book instead of a tablet before bed—remember those?

There’s no sense getting to bed on time if we’re getting poor sleep throughout the night.

6. Blow off Work

For high achievers like us, this is really important. Let’s agree to let the report wait for morning — the design comps, too, and the email. Unless we’re already totally exhausted, all of these things just keep our minds active long after we close our eyes.

Our bosses don’t own our sleep. And if you — like me — are your own boss, then let’s give ourselves a break! If you can’t let something go, just write it down, hit the hay, and deal with it in the morning.

The evidence for the importance of sleep is clear at this point. All that remains is for us to take it seriously enough to change our habits. After all, becoming more productive, efficient, and effective in every other area of our life is pointless if we cheat our minds and bodies the rest they deserve.

Link to read the original article

"Human beings are works in progress that mistakenly think they're finished." ~ Dan Gilbert  (photo by Mark Trezona)

“Human beings are works in progress that mistakenly think they’re finished.” ~ Dan Gilbert (photo by Mark Trezona)

Happiness At Work edition #100

All of these article and many more and included this week’s Happiness At Work edition #100.

I hope you find much here to enjoy, use and add to your existing repertoire of approaches for being successful, happy, creative and resilient in your work and life.

Happiness At Work #99 ~ how to make greater communications & greater relationships

This week I have highlighted stories collected in the new Happiness At Work edition #99 that can help us to make our relationships at work work better, with particular emphasis on how to make great communications.

In our work as learning specialists, when we ask people in organisations what problems they are facing, they nearly always tell us the number one difficulty they face is communication problems.  The fine and deceptively difficult art of human communications has always been complex and much more likely to go wrong than right, despite our expectations that all is fine unless we get clear signs of a breakdown.  And our increasingly digitalised communications are not always making things any better for us.

How many of us feel that we are as fully heard, understand and believed as we would ideally wish to be – and feel that we deserve to be?

I hope you will find something amongst the following articles to add to your own communication success and effectiveness – whether you want to power up your own communicative power and persuasiveness, or to strengthen the connections and synergies in the relationships you work in, or to harness the potential of strong, appreciative, empathetic communications to increase the happiness at work for yourself and the people you work with.

agreement shaking hands

Boost Your Happiness By Saying Thank You – the Right Way

by Geil Browning

Saying Thank You expertly isn’t just a nice thing to do, it is a powerful boost to your own happiness at work, and the happiness of the people you work with.  This involves being specific and matching what you say to what the recipient cares about and pays most attention to.  Here’s how…

Brain studies suggest that the capacity to experience positive emotions may be fundamental to human flourishing.

Shawn Achor, a leading speaker on positive psychology, focuses on the idea of positivity in the present. Forget about delaying happiness until some lofty goal is reached, he says. Happiness is achievable today and every day. That means connecting it into your daily work.

One thing Achor recommends is to write at least one message of gratitude each day. He says this simple gesture has the potential to boost your own happiness, and that the act itself can flood your system with dopamine, the happiness hormone. What a win-win! Writing a note or email of gratitude is as much a boon to your own happiness as it is to that of the person you’re sending it to.

Saying It Right

This might sound overwhelming at first, but if you put it into the context of what you’re working on, it can be both beneficial and highly productive.

Thanking people is important, both for our mutual happiness quotient as well as to deliver gratitude for hard work. But to really help either me or my team, these notes have to be genuine and appeal to what each person values and what drives him or her.

We’ve identified four ways that people think and three ways that people behave. By tailoring your message around those attributes, you can ensure it will appeal to your recipient.

Take a look below and remember, these are all different thank-yous coming from the same meeting!

Greeting: Even the opening can be specified.

  • Dear Ann. More formalised greetings probably work for leaders like Ann, who may exhibit analytical thinking or prefer a more structured environment.
  • Hi, Mike! Informal greetings using a name appeal to those with a Social preference. Exclamation points convey warmth to those on the gregarious side.
  • Hey! Those with a more driving behavioral preference or Conceptual thinking preferences don’t even need their name–you aren’t hurting their feelings.

Body: This is your main thank-you.

  • Analytical. “Your ability quantify the value in this strategy is much appreciated.”
  • Structural. “Thanks to your methodical approach, we were able to meet the deadline on Phase 1. The fact that you’re taking the lead on the planning for Phase 2 signifies strong leadership growth.”
  • Social. I am so glad that you were able to connect us with that new vendor partner. Your ability to continue this relationship will be really helpful moving forward. I really appreciate it!”
  • Conceptual. Your ability to rattle off one good idea after another in the meeting was amazing–your imagination and creativity are assets to our company.”

Ending: I like concluding notes with next steps related to behavior.

  • Assertiveness. “Looking forward to next steps and doing this the right way.” Or, “Now it’s time to hit the ground running. Talk soon!”
  • Flexibility. “We’ve got our plan and we’re moving forward on it.” Or, “We’ll keep you posted and let you know how things change and shake out.”
  • Expressiveness. “Sincerely.” Or, “Thanks so much!”

Sending notes of gratitude not only confirms your appreciation of someone, but it also makes you happier. Doubt it? Give it a try. You can thank me later.

Link to read the original Inc. article

Break Time Conversation

The Neurochemistry of Positive Conversations

by Judith E. Glaser and Richard D. Glaser

In conversational communications, more encouraging, more asking great open questions and more listening will get far greater results than you telling ever will – no matter how forceful and dynamic and articulate you want to make it – and here’s some of the reasons why…

When we face criticism, rejection or fear, when we feel marginalized or minimized, our bodies produce higher levels of cortisol, a hormone that shuts down the thinking center of our brains and activates conflict aversion and protection behaviors. We become more reactive and sensitive. We often perceive even greater judgment and negativity than actually exists. And these effects can last for 26 hours or more, imprinting the interaction on our memories and magnifying the impact it has on our future behavior. Cortisol functions like a sustained-release tablet – the more we ruminate about our fear, the longer the impact.

Positive comments and conversations produce a chemical reaction too. They spur the production of oxytocin, a feel-good hormone that elevates our ability to communicate, collaborate and trust others by activating networks in our prefrontal cortex. But oxytocin metabolizes more quickly than cortisol, so its effects are less dramatic and long-lasting.

This “chemistry of conversations” is why it’s so critical for all of us –especially managers – to be more mindful about our interactions. Behaviors that increase cortisol levels reduce what I call “Conversational Intelligence” or “C-IQ,” or a person’s ability to connect and think innovatively, empathetically, creatively and strategically with others. Behaviors that spark oxytocin, by contrast, raise C-IQ.

For example:

Observing Rob’s conversational patterns for a few weeks, I saw clearly that the negative (cortisol-producing) behaviors easily outweighed the positive (oxytocin-producing) behaviors. Instead of asking questions to stimulate discussion, showing concern for others, and painting a compelling picture of shared success, his tendency was to tell and sell his ideas, entering most discussions with a fixed opinion, determined to convince others he was right. He was not open to others’ influence; he failed to listen to connect.

When I explained this to Rob, and told him about the chemical impact his behavior was having on his employees, he vowed to change, and it worked. A few weeks later, a member of his team even asked me: “What did you give my boss to drink?”

I’m not suggesting that you can’t ever demand results or deliver difficult feedback. But it’s important to do so in a way that is perceived as inclusive and supportive, thereby limiting cortisol production and hopefully stimulating oxytocin instead. Be mindful of the behaviors that open us up, and those that close us down, in our relationships. Harness the chemistry of conversations.

Link to read the original  Harvard Business Review article

collaboration collaborative thinking

Being Seen and Heard at Work

Nick Morgan is a communication coach and the author, most recently, of “Power Cues: The Subtle Science of Leading Groups, Persuading Others, and Maximizing Your Personal Impact.” Morgan spoke about how federal leaders can improve their communication skills with Tom Fox, a guest writer for On Leadership and vice president for leadership and innovation at the nonprofit Partnership for Public Service.

The first power cue is how you show up when you walk into a room. Some people walk into a room with confidence, while others enter with shyness, reluctance or other negative attributes.

The second cue is the emotions you convey when you are going into an important meeting, conversation or presentation. We leak emotions to the other people in the room unconsciously, so you need to first become aware of and then take charge of those emotions.

The third and fourth cues center on the unconscious messages that you receive from other people and the effect that your voice has on others.

The fifth cue comes into play in key work and social situations: What are the signals you send out that indicate success or failure? There are a series of unconscious body language signals that we naturally emit when in stressful, important situations, and they either add up to failure or success.

The sixth cue focuses on how well you manage your unconscious hopes and fears. Do they help you in times of stress or undercut your performance?

The final power cue is the stories that we tell. A great deal has been written about the importance of storytelling, but the research shows that it’s even more important than we realize. Through powerful storytelling, you can control the minds of your listeners.

…We live in an anonymous age. People today want to be seen and heard for who they are, so the first thing is to listen to your employees. Leaders are so pressed for time that they tend not to listen.

Second, find a way to be authentic. If you are not authentic, people sense it right away. That doesn’t mean that you must bare your whole soul to everybody — people don’t want that much information. Instead, you want to reveal a real piece of yourself, one that will resonate with your employees.

…Most of the time, we walk around with a to-do list in our heads — a mixture of the immediate issues we’re facing, a few thoughts about tonight and tomorrow, and perhaps a passing nod to a vacation coming up this winter. If you enter a room with that mish-mash in your head, your body language will reflect that conscious confusion, and you will not be present or charismatic. That’s why people find so many meetings in business so boring. Most of the attendees are not participating completely.

If instead you can focus your attention and emotions on a particular moment and be fully present, then you can be charismatic.

…Common leadership communication mistakes are they talk before they listen. They speak from insecurity rather than security. They are afraid to say, “I don’t know.” They make things more complicated than they need to be, in order to sound knowledgeable.  If you are a young leader, you should be saying “I don’t know” at least three times a day!

You should listen first, and speak second. And you should keep it simple. By the way, our elders make all the same mistakes, too. These are equal-opportunity communications errors.

…The power of storytelling is frequently misunderstood. People have been told that they should tell stories, so they attempt them, but what they end up relating are anecdotes, not stories. What’s the difference? An anecdote says, “This happened.”

A story has a hero, a conflict, a villain, a crisis and a resolution. It’s a quest, or a revenge story, or a love story.

Most of the stories people tell lack those key elements. In our fast-paced, confusing, information-overloaded world, we really need stories to help us make sense of our lives. That’s the essence of it.

Find one of those powerful stories to tell, and start telling it. Then you can lead people in the way you want because you’re providing your followers with the meaning they seek.

Link to read full interview in the ordinal Washington Post article

Communication

How To Listen

…As Burton suggests, listening can sometimes be hard. It doesn’t matter what degree of hearing loss people have, or how long they’ve had it, every single one of them says the same thing: it’s tiring. When your ears and your brain are having to work much harder both to get the sounds in and then to turn them into a comfortable and comprehensible form, then you’re using up a lot of energy. If your listening is as skilled and nuanced as a musician’s, it can be exhausting.

In fact, those who have trouble hearing are often highly skilled listeners, fluent in acoustic variation and the power of sound in a way that few fully hearing people ever are. Most of them also have a different relationship to silence. All silences have their own personalities — contented or meditative, empty or replete. If there’s a whole force-field of difference between a couple unspeaking in anger and a couple unspeaking in love, then there’s also a huge variation in the silence generated both by lots of people silent in a space such as a Quaker meeting or a Buddhist meditation practice, and the silence of space itself.

True silence outdoors is as rare as it is inside, especially in a place like Britain, fizzing with people and movement. Even if there is no road or aircraft noise, then there are the susurrations of trees, leaves, grasses, birds, insects — the sounds of life in the process of living. These are the sounds that are probably most endangered and least listened to. It isn’t that we can’t hear them; it’s just that, so often, they’re hidden by the white noise of our own thoughts. More than anything, more than planes or drills, it is that soft blanketing snowfall of our own intelligence that blocks our ears. Go for a walk in the country and what you hear is not the clank of geese or the cows on their way to milking; it’s your own head.

…But if sound is a thousand times more powerful than we give it credit for, then so too is the power of being heard. Most people are used to the idea of using music to alter their own mood. Less common is the idea that just being listened to is itself a harmony, and a balm. The last time I took a London cab, the driver told me that many of his fares are so desperate to have someone hear them that they actually get down on their knees and confess into the little slit in the window between the driver and the back.

Almost everyone has things they don’t want to hear: their son’s fights, their partner’s rants, the high-stakes stuff about debt or divorce or mortality. But there’s a difference between offering someone a better connection and knowingly taking another man’s poison. And sometimes it takes a lot more energy not to listen to someone than it does to hear them out. If you completely listen, then you completely open yourself.

And that, in the end, is probably the scariest and the most exhilarating thing you’ll ever hear.

Link to read the full article about loss of hearing and listening with the acute expertise of a musician or sound artist

welcome and be happy

Become a Master Communicator with these 5 tips

by Arthur Joseph, communication strategist and voice coach

Peter Brooks, one of my hero theatre makers, famously wrote in his opening lines of The Empty Space: “A man walks across any empty space whilst someone else is watching him, and this is all that is needed for an act of theatre to be engaged.”  The only requirement for a performance is an audience of at least one person, and recognising this, Arthur Joseph provides these excellent tips from the actor’s toolkit for making our own any-moment everyday performances connect with the people want to reach, excite and persuade to do something, including crafting your message; practice; pacing yourself, and breathing…

We live in a society where perception is reality and an opinion is formed in three seconds. We never get a second chance to make a first impression. The most effective way we have to control how we are known by others is through how we communicate.

Practice the following tips to be more deliberate and intentional in your communication with others:

1. Craft your personal statement. We have a choice in how we want to be known. Identify and write down strategic elements that reflect your positive character traits and best attributes. Begin by completing the following sentence: I want to be known as

2. Every public encounter is a performance, not a presentation. It is a performance because someone is watching – not because it is false. The root of the word presentation means to introduce formally – to bring before the public.

Performance means to begin and carry through to completion – to carry out, fulfil. In other words, performing is an opportunity to embody who we are, not merely superficially, or formally presenting who we are.

Practice 15 seconds of an opening statement, a PowerPoint presentation or a conference call. Do this in front of a mirror and observe yourself or record it on a video camera, audio recorder or smart phone and play it back. The goal is to begin to recognise what others might hear or see. You may notice that your pitch is higher than you thought it was or that you speak too quickly or look tense.

3. Breathe. Breath is fuel. If we don’t put gas in the tank of our car, we do not get to our destination.

If it is important enough to say, breathe before you say it. Practice slowly inhaling to a count of five and say the following sentence at the apex of your inhalation, “I am an extraordinary person, and I do extraordinary things.” As you practice this phrase with this breathing technique, you are not only embedding a new communication tool, you are also learning to claim who you are — without flinching. Practice this daily until you not only believe it but you become it.

4. Speed is only speed. Communication mastery is not about being fast, it is about being effective. Nothing is gained by going too fast, but potentially, everything could be lost. The best way to slow down is to integrate this tip with the previous one. The single most important way to control the flow of information is to control the flow of breath. Breathing more slowly and deeply will slow down your communication and also create more time to think, thus more communication control.

5. No white noise. Eradicate “um,” “uh,” “like” and “you know” from your vocabulary. In place of these fillers, deliberately take your time and breathe. Space has value. Embrace it.

Many years ago, my former student Tony Robbins referred to my techniques as “pattern interrupts.” Vocal Awareness shifts our communication behavior and by extension, how we are perceived, from unconscious behaviors to strategic actions. These pattern interrupts help us discard negative or less effective habits and create more positive empowering habits. This will enhance not only your professional relationships but your personal ones as well.

Communication mastery is not about making us into someone we are not, but rather helping us discover who we truly are and embody what is possible. As you develop these new techniques, you may initially feel awkward or unnatural, but that is the nature of learning. In time, these skills will enable you to reflect authenticity, strength, warmth and compassion — not just in what you do but through who you are. The goal is for the same person to show up everywhere.

It is never just the message, but the messenger that matters.

Link to read the original Entrepreneur article

open arms communication

5 Presentation Lessons from Apple’s New Rock Star

by Carmine Gallo,

Communications expert and author of The Presentation Secrets of Steve Jobs watches this star performance and distils what makes it successful into these top tips for the rest of us: claiming the space and bringing a heightened performance energy; using humour; being physically fully open and connected with your audience; making your visuals visual; and keeping your audience’s attention in 10minute chunks…

Since I wrote a book titled The Presentation Secrets of Steve Jobs, I’ve been searching for a presenter — at Apple or any other company — who comes close to sharing Jobs’ presence on stage. It hasn’t been easy. Jobs was charismatic, inspiring, humorous, dramatic, engaging and polished, and his slides were beautifully designed.

Apple is giving one vice president more time on stage and he’s the most compelling business presenter I’ve seen in a long time. His name is Craig Federighi, Apple’s senior vice president of software engineering.

Here are five very specific presentation techniques that Federighi does very effectively, techniques that you can – and should – use in your next presentation.

1. Raise the energy level. Federighi doesn’t just walk on stage. He leaps, strides and exudes passion and enthusiasm in his voice and gestures. He has a smile on his face. He laughs easily. His energy level is high – much higher than the average presenter.

Most people deliver a presentation in the same tone of voice and use the same energy as though they were speaking in hushed tones to a colleague in the hallway. A mission-critical presentation is not a casual conversation. It’s a performance. A performer such as Federighi brings up the energy in the room as soon as he walks in.

2. Make people laugh. Most business presentations are dry, boring and stuffy. Federighi didn’t get the memo. Right out of the gate he injects humor in his presentation…

Throughout the presentation he poked good-natured fun at himself, especially his mane of white hair, which he jokingly refers to as “hair force one.”

When Federighi was demonstrating new phone features, he was interrupted by a call from his mother (all of this is planned and rehearsed, of course).

3. Keep your body language ‘open.’ Federighi has commanding presence. He doesn’t cross his arms or slouch. He has a constant smile and maintains an open posture, which means his palms are up and his arms are kept above the waist. Your body language speaks volumes before you say a word.

4. Design simple, visual slides. The average presentation slide has 40 words. It’s nearly impossible to find 40 words in 10 of Federighi’s slides. His slides were photographs, images and animations that complemented his message. This is called picture superiority, which means that information is more easily retained when it is presented as pictures instead of text.

I’m not suggesting that you avoid text completely. There were plenty of words in Apple’s WWDC 14 presentation, but images and simple numbers made up the preponderance of the slides.

5. Stick to the 10-minute rule. John Medina, a University of Washington brain researcher, came up with the “10-minute rule.” He says that no matter how engaging a speaker is, the audience will naturally tune out after approximately 10 minutes. The cure is to build in soft-breaks to re-engage the audience. Federighi doesn’t break the 10-minute rule.

By building in soft breaks every few minutes, Federighi can do what very few presenters can accomplish – he can keep the attention of the audience for an hour.

You may never speak in front of an audience of 6,000 developers or customers as Federighi does, but the techniques that made him the most talked-about presenter at the Apple developer conference are the same techniques that will help you win over any audience.

Link to read the original Entrepreneur article

prsentation with screen or whiteboard

4 Scientific Principles Behind a Killer Presentation

by Toke Kruse

The “why” behind the do’s of public speaking

Why an audience’s attention declines and how to combat it

At first, most people are all ears, listening closely to what a speaker says, but their attention gradually drops to around 10 to 20 percent of its original level. The audience’s attention peaks again toward the speech’s conclusion.

This attention curve suggests that speakers should state their main points near the beginning of their presentations and summarize them at the end. It’s also a good idea to divide a presentation into several sections, each one with an intermediate conclusion.

Why storytelling works better than facts alone

Renowned speakers use stories because stories keep the audience members’ brains entertained and active.

When a speaker presents just facts, only the language-processing portion of the brain is activated. However, when a story is shared to reinforce key points, all the other parts of the brain are engaged in experiencing the story’s events. It encourages the audience to imagine, associate, and feel.

As such, a story evokes cognition as well as emotion. When both the mind and heart are engaged, people are more attentive and receptive to information.

Why practice really does make perfect

If you’re an inexperienced presentation speaker, don’t let your mind and emotional being get the best of you. Minimize your fear of public speaking by conducting a series of mock presentations.

When you start worrying about your communication skills, you worry about the audience’s possible negative reaction to your speech. This manner of thinking causes your body to display indicators of anxiety such as palpitations, excessive sweating, and restlessness. When your body is on high alert with those symptoms, it becomes difficult to convey any message—let alone a well-organized presentation.

One good way of combating anxiety is with practice. After preparing your materials, invite some of your friends to be your audience and do an actual presentation. When you expose yourself to an undesirable stimulus over and over again, you become less sensitive to fear. In psychology, this is considered a desensitization strategy and it works wonders for public speaking.

Why non-verbal communication matters

Your audience will absorb more than just what you say during your presentation. They will also grasp the messages conveyed byyour body movements, tone of voice, gestures, attire, and choice of materials. According to the studies of James Borg and Albert Mehrabian, more than 60 percent of the message you convey can be attributed to your body language.

When you have relaxed facial muscles, good eye contact, and moderate tone of voice, the audience will assume you are confident and experienced. But when you cross your arms in front of you, for example, you are putting up a barrier to trust. When you have a sloppy or typo-prone PowerPoint presentation, the audience will stop listening to the content you’ve been deliveringand start critiquing the mistakes they see. You lose credibility in the audience’s eyes.

Because nonverbal communication matters, don’t just focus on what to present, but also on how you deliver your topic. Your presentation is a package of knowledge, delivery style and audiovisual materials. Maximize all your resources; don’t take any for granted, or concentrate on one at the expense of the others.

Link to read the original article

“You need to constantly curate your talent pool so that you get from good to better and better to something exceptional…”  Faisal Hoque

team work with wheel cogs

Book Review: Everything Connects

Everything Connects by Faisal Hoque and Drake Baer is a book about how to create an innovative, sustainable organisation. But it is much more. It’s about being intentional about relationships to create the space to do something great.

From their ongoing work they have concluded that organizations with a focus on long-term value creation share three principles:

1. Converged Disciplines. Ideas from one discipline aren’t isolated from another. The disciplines in a sustainably innovative organisation form a single entity. An ongoing part of identity building—both in our individual working lives and as part of a team—is to practice inviting a breadth of experiences, a pool of experiences from which we can draw on later in life.

2. Cross-Boundary Collaboration. No one operates in a vacuum. The more we can connect the people within an organisation, the more we can increase our overall potential. Relationships are the bandwidth within an organization, which means we need to be deliberate in forming them. You have to quash any sense of a zero-sum game.

3. Sustainably Innovative Structures. If you are not careful of the culture that’s being created, it will merge thoughtlessly rather than by design. Organisational structures can wreck your organisation if you rigidly cling to the product that they’re built to deliver rather than the value they attempt to create. “They couldn’t change because all they could think about was how to improve the thing they did, not the value they offered.”

All of this leads to setting up a system that continuously discovers. In other words, Hoque says, “we’re responsible for our long term growth in each short-term situation.” A long-term mindset that we manifest every day. Wedding the long-term to the short-term requires “mindfulness and authenticity, for mindfulness allows us to directly perceive our experiences in the moment, while authenticity acts as a star in the night sky, orienting us toward the future we wish to arrive at.”

Link to read the original article

work together jigsaw

What To Tell Your Manager In Your Employee Performance Review

By 

Employee performance reviews shouldn’t be a one-way conversation.

It’s clear that professional development at work will lead to a more engaged, more productive employee.

Here are some things that you should consider telling your manager on your employee performance review.

1. What You Want Your Boss To Stop (Or Start) Doing

The atmosphere that you’re in is conducive to feedback, so it will be better received.

Since your boss is potentially telling you about things that they want you to start or stop doing, you can feel free to tell them the same.

2. What Your Goals Are

The smart leaders understand that an employee that is growing personally and professionally will be more engaged and more productive, which is obviously a win-win for the company.

It’s also important for an employee to set personal goals and work hard to achieve them.

It’s also a good way to set a benchmark, and you can see where you stand with your goals at the following review session.

3. How Happy You Are

This is probably the most important thing to tell your boss, in case he or she doesn’t ask you about this already in the review.

Employee happiness is directly related to employee engagement, and a smart leader will ask you several questions around this subject during the review.

If they don’t though, make sure to tell them if you’re happy, why or why not, and what you think would make you happier.

4. Things You Want To Learn

Tell your boss about new skills you want to have or new things you want to learn.

It’s very possible that the company can help you learn, through subsidised courses, to giving you time at work to pursue these things.

Coaching is another great way to develop and stretch your self out towards your fullest potential

5. The Future Of The Company (And What Role You Play)

If your manager doesn’t ask you this, tell them anyways, because it will show that you’re thinking about the long term, and that you see yourself in that vision.

It’s also important to really explain what role you see yourself playing in that future, because it shows that you want to grow professionally, and you have a long term vision for yourself as well as the company.

6. Things You’d Like To Try

The review is a great opportunity to reflect on certain processes that you currently have, and how they can be optimized.

If there’s a new tool, or new process that you want to try that you think will improve the way you work, feel free to mention it.

7. Collect Feedback

If you’re smart, then you’ll use this opportunity to collect as much feedback from your manager as possible.

If you want to really grow as a person, you need to be willing to take criticism, no matter how hard it might be.

Ask what you want to know.  For example: “what am I doing that you think is working especially well?”

“What do you see are my strengths?”

“What is just one thing that you would really like to see me doing better or differently?”

Link to the original article

assured standing on exclamation mark

How To Be More Assertive for Better Communication

Andrea Ayres outlines what assertiveness is, how it benefits us and how we can make our communications more assertive and effective…

Assertiveness isn’t going to solve all your problems and it’s not appropriate for every situation—context is key. What it will do, is help you feel more confident and communicate more effectively when you need to. Expressing your true self and sticking up for your rights is empowering and it’s something that the majority of us, should do a lot more.

Link to read the full original article

11 Things You Should Never Say At Work

by Emmie Martin

In the new book “Executive Presence: The Missing Link Between Merit and Success,” Sylvia Ann Hewlett says three things signal whether a professional is leadership material: how they act, how they look, and how they speak.

Speaking eloquently not only improves your daily communications, it builds up your overall persona and executive presence. “Every verbal encounter is a vital opportunity to create and nurture a positive impression,” Hewlett writes.

Some phrases instantly undermine your authority and professionalism, and should be banned from the office. Here are 11 things you should never say at work:

1. “Does that make sense?”

Instead of making sure you’re understood, asking this tells the listener that you don’t fully understand the idea yourself, career coach Tara Sophia Mohr told Refinery 29.

Instead, she suggests asking, “What are your thoughts?”

2. “It’s not fair.” 

Simply complaining about an injustice isn’t going to change the situation. “Whether it’s a troubling issue at work or a serious problem for the planet, the point in avoiding this phrase is to be proactive about the issues versus complaining, or worse, passively whining,” Darlene Price, author of “Well Said! Presentations and Conversations That Get Results” told Forbes.

3. “I haven’t had time.”

“More often than not, this is simply not true,” said Atle Skalleberg in a LinkedIn post.

Whether you didn’t make time for the task or forgot about it, Skalleberg suggests giving a time when it will be done instead of explaining why it’s late.

4. “Just”

Adding “just” as a filler word in sentences, such as saying “I just want to check if…” or “I just think that…” may seem harmless, but it can detract from what you’re saying. “We insert justs because we’re worried about coming on too strong,” says Mohr, “but they make the speaker sound defensive, a little whiny, and tentative.”

Leave them out, and you’ll speak with more authority.

5. “But I sent it in an email a week ago.”

If someone doesn’t get back to you, it’s your job to follow up, says Skalleberg.

Be proactive when communicating instead of letting the other person take the blame.

6. “I hate…” or “It’s so annoying when…”

Insults have no place in the office, especially when directed at a specific person or company practice. “Not only does it reveal juvenile school-yard immaturity, it’s language that is liable and fire-able,” says Price.

7. “That’s not my responsibility.”

Even if it’s not your specific duty, stepping up to help shows that you’re a team player and willing to go the extra mile. “At the end of the day, we’re all responsible,” Skalleberg says.

8. “You should have…”

“Chances are, these fault-finding words inflict feelings of blame and finger-pointing,” Price says.

She suggests using a positive approach instead, such as saying, “In the future, I recommend…”

9. “I may be wrong, but…”

Price calls this kind of language “discounting,” meaning that it immediately reduces the impact of whatever you’re about to say.

“Eliminate any prefacing phrase that demeans the importance of who you are or lessens the significance of what you contribute,” she says.

10. “Sorry, but…”

This implies that you’re automatically being annoying. “Don’t apologize for taking up space, or for having something to say,” says Mohr.

11. “Actually…”

Prefacing sentences with this word, as in, “Actually, it’s right over there,” or “Actually, you can do it this way,” puts distance between you and the listener by hinting that they were somehow wrong, according to Carolyn Kopprasch, chief happiness officer at Buffer.

Rephrase to create a more positive sentiment.

What is on your list?

Link to read the original Business Insider article

team thinking heads together

All of these articles are collected together with many others in the new edition of Happiness At Work #99.

BridgeBuilders STG offer bespoke training across the UK in communications including high impact presentations, voice and performance coaching, assertiveness and confidence and speaking with greater authority and persuasion, leadership communications and solving relationship and communication problems.

Do contact me if you would like to explore what programme we might be able to make for you: info@bridgebuilders.co.uk

Why Should We Be Thinking About Happiness At Work right now?

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With everything else that we have to deal with at the moment, why should we think about happiness at work?

This is the question I want to try and answer in this week’s post.  It is inspired partly by noticing how often I am told by people that happiness at work is all very nice, but irrelevant, or at best an unaffordable luxury, in an organisation which is having to battle through major change and upheaval, and battling to make the best of decimated staff numbers and budgets or even remits, and battling to try and redefine the organisation’s raison d’être in a world that has shifted its priorities and radically reframed its expectations, and in a world where many people are feeling fundamentally unsure about the purpose and value of the work they are doing.

In this environment, surely there are far more pressing concerns that demand the reduced time, energy and resource that remains to us?

And yet, when I am working with people on creating specific solutions to these problems – with individuals in coaching and webinar sessions, with teams in workshops, and with leaders in strategic thinking and action learning meetings – again and again some of the best tools and techniques that people are choosing to build from come from the new science of happiness and the principles and practices of happiness and resilience at work in particular.

Remember what it was like to be constantly dreaming up bigger and better ideas for what we do and how we do it and what we might achieve by doing it?

Remember being fuelled by an excitement about what might be possible and what we might do together if we dared, as often we did?  When we knew how what we did made the world, not merely more able to carry on, but a better, finer more wonderful place to inhabit somehow?

What follows is a collection of writings that have all been published in the last week or so that are collected in this week’s Happiness At Work edition #98.   I hope something here can provide a way of thinking about and, even more critically, a framework for doing something about the very real and complex problems we are most certainly facing in these times of major cultural, economic, social and personal shift and upheaval.  I hope you will find here ideas and approaches that will point your way to solutions that can significantly progress us out of these hard times of enforced change and adjustment and, little by little, layer by layer, incrementally move us toward a way of working and working together that is sufficiently reimagined and recalibrated and reforged fit enough and strong enough to be grown into a world much closer to our wanting.

Here might be solutions that are sustainable enough and inclusive and flexible and achievable enough and worthwhile enough to bring us out of these siege condition times of having to just survive somehow, to “keep calm and carry on”, and into a more hopeful aspirational and far greater future that we can all feel galvanised and inspired to be an active part of.

The first article, Mindfulness, Purpose and the Quest for Productive Employees, considers the emerging field of happiness at work development, variously known as ‘positive business,’ ‘employee happiness,’ workplace happiness,’ ‘employee wellbeing,’ and ‘employee engagement,’ with particular emphasis on the dual necessities for a sense of real purpose and meaning alongside great relationships at work…

“If you have positive connections between employees, that means it’s also probably easier to cultivate meaning in the work they’re doing,  And similarly if your employees feel they have a purpose, it’s easier for them to cultivate positive connections with each other.”

In Arts & Ideas: Free Thinking – Arianna Huffington & Richard Hytner – 29 Apr 14  Arianna Huffington, one of Time Magazine’s 100 Most Influential People, talks to Anne McElvoy about measuring success using The Third Metric, that puts wellbeing, wonder, wisdom and giving alongside the conventional success criteria of money and power. She is not suggesting that there is anything wrong with these two metrics, but they alone are

like sitting on a two-legged stool: sooner or later your are going to fall over – and we need the Third Metric to have any hope for a life of meaning and purpose,  

This is followed by advertising exec and leadership thinker Richard Hytner and Ashridge Business School leadership learning expert Kerrie Fleming talking about stress in business and the nature of leadership.

Gallup: The 10 Qualities of Highly Successful Entrepreneurs presents new research that highlights, alongside the things we might expect such as Business Focus, these critical happiness at work capabilities…

2. Confidence: They know themselves well and can read others.

3. Creative Thinker: They know how to turn an existing product or idea into something even better.

4. Delegator: They don’t try to do it all.

7. Knowledge-Seeker: They constantly hunt down information that will help them keep the business growing.

8. Promoter: They do the best job as spokesperson for the business.

9. Relationship-Builder: They have high social intelligence and an ability to build relationships that aid their firm’s growth.

The Three Human Capital Management Concerns Keeping U.S. CEOs Up At Night identifies the growing urgency of a skills gap crisis as the next technology tools radically add to the existing changes we are already dealing with, and asks…..

How prepared are you for this challenge? To answer that question, simply ask yourself another question: How invested are you in your people’s skills?

Asian Leaders Value Creativity and Intuition More than Europeans Do looks at the leadership styles in different countries, noticing that the fast growing organisations in Asia and Eastern Europe, put more emphasis on intuition and creativity and also place greater value on coaching than leaders who are “traditionalists.”…

Fixing the ‘I Hate Work’ Blues proposes the need for much flatter organisations with a higher interest and value given to frontline workers and a much more integrated, involved, inquiring, delegated and inspiring style of leadership to counter the severely depressed levels of staff engagement in most organisations…

As a result of these changes, the employees will be more engaged and more productive, overhead costs will drop dramatically, and customers will report a much higher level of responsiveness. The executives will make better informed, more thoughtful decisions about the business because they are so much closer to their markets and the people doing the work.

The Two Transformative Influences on Employee Engagement cites recent research studies that show that while 70% of staff currently feel less than engaged in work, just a 1% increase in employee engagement can yield $100,000 increase in revenue.  In another study less than one third of surveyed employees felt their company would be willing to change practices or directions based on employee feedback.  The author’s study discovered that 43% of employees claimed they knew what their company’s goals were but were unable to name any specifically, and concludes…

It’s time to light the way for your employees, so they’re not fumbling in the dark and missing your goals. Transparency, tracking, and real-time adjustments can help keep your team aligned and engaged, so everyone is heading in the right destination.

Practice Makes Perfect, Especially With Your Organisational Values draws from The 31 Practices technique of actively practicing one of your core values each week to establish, incrementally and over time, an environment of striving to achieve the best and an expectation that this will be achieved, and how people can receive good quality feedback in a relatively “safe” environment so that they can continually learn and improve…

In most organisations, there is not much focus on practice – and a lack of focus on reflection – on learning from that practice, considering what worked, what didn’t work and what to adjust next time. In organisations, practice and reflection are the missing links between the theory and skilled execution.

Four Ways Sadness May Be Good for You, while accepting without question the power and importance of happiness and positivity in our work and lives, points out the benefits and importance that sadness has to play too.  Sadness is not necessarily the opposite of happiness, but a right-brain imaginative part of our thinking that can feed richly into our creativity and our drive to change the world for the better…

Though much has been made of the many benefits of happiness, it’s important to consider that sadness can be beneficial, too. Sad people are less prone to judgmental errors, are more resistant to eye-witness distortions, are sometimes more motivated, and are more sensitive to social norms. They can act with more generosity, too.

And for a glimpse into the already-here future, The High-Tech Headband That Can Make Your Stressed Brain Happy Again is an interview with neuroscientist, artist and practicing psychotherapist Ariel Garten, the 34-year-old co-founder of InteraXon, creators of Muse. This technology, which brings closer together the magic of art, science, learning, technology and mindfulness, aims to help us address the stress that comes from our obsession with conventional ideas of ‘success’, that when compounded by financial woes and health concerns put us in a constant state of fight or flight, causing us to be more reactionary and further perpetuating the cycle of stress….

I wanted to create a tool that would help people exercise their minds in the most positive and productive way — not just with cognitive exercises alone, but also with a focus towards building emotional resilience.
Muse senses your brainwaves much the same way a heart rate monitor senses your heart beat. It’s easy to use and will allow people to learn and train their minds at their own pace with another tool everyone has already in their pockets –their smart phone or tablet.  Muse actually measures the state of your mind. Ultimately, we’ve created a usable, fun system that enables virtually anyone to improve themselves, cut away the static of a busy mind, and feel calmer in only three minutes a day.
And, before all of these from our BridgeBuilders Guide to Happiness At Work here are the principles we believe are most important to understand and learn to adopt to increase our own and each other’s happiness at work:
1st Principle of Happiness At Work:

• Developing our own happiness will bring us greater success than trying to be more successful will ever increase our sense of happiness.  Read More …

2nd Principle of Happiness At Work:
• We all know how happy we are (or are not).  Read More …

3rd Principle of Happiness At Work:
• Happiness can be learned.  Read More …

4th Principle of Happiness At Work:
• Happiness relies upon a good level of self-understanding.  Read More …

5th Principle of Happiness At Work:
• Happy relationships are absolutely critical to our happiness.  Read More …

6th Principle of Happiness At Work:
• Our happiness depends much more upon how we think about our work than it does on how our work actually is.  Read More …

7th Principle of Happiness At Work:
• We can increase our happiness at work by developing expertise in specific skills, especially

~ Appreciative Inquiry (knowing how to play to our strengths) ~
~ Creativity ~
~ Extraversion and Introspection ~
~ Listening ~
~ Self-Mastery ~
~ Leadership Skills ~
~ Team Working ~
~ Resilience ~

8th Principle of Happiness At Work:
• We find what we go looking for.  Read More …

9th Principle of Happiness At Work:
• There is no one right way to happiness. Different things will work for different people at different times. And Happiness At Work, just like learning, is more a continuous ongoing practice of increasing mastery rather than an end or finishing point.  Read More …

 

trapeze artists fully-committed

Mindfulness, purpose and the quest for productive employees

In the first article of a new series on workplace culture, Amy Westervelt writes in the The Guardian about a growing number of businesses are learning that employee satisfaction and employee productivity go hand in hand

Over the last few years, there has been a marked increase in the number of companies touting their happy workplaces – and in the number of consultants promising to make any workplace more palatable. A handful of business schools have begun integrating positive psychology into their curricula, using the discipline to teach students how to create a happy workplace – or a positive business. As interest in the field has grown, so have its names: its strategies are known, variously, as “positive business”, “employee happiness”, “workplace happiness”, “employee wellbeing” and “employee engagement”.

Last month, the first Positive Business Conference took place at the University of Michigan’s Ross School of Business. The gathering featured speakers from Procter & Gamble, Humana, and McKinsey, who discussed their experiences with the rollout of positive business strategies.

One of the first companies to measure – and engineer – the contributors to employee satisfaction was, of course, Google. In its attempts to create the world’s happiest workplace, the company staffed its HR department with sociologists. They experimented with employee interactions, offering workers free lunch to encourage them to stay on-site, and then organizing the cafeteria in such a way that employees stand in line just long enough to have an interaction with each other, but not long enough to get annoyed by the wait.

In addition to Google’s various lauded – and often lampooned – perks, which include everything from on-site massage therapists to a fleet of bikes for employees to use at will, the tech company routinely offers employees workshops in skills to boost their wellbeing and productivity, ranging from yoga to the popular “search inside yourself” class (now also a book), which teaches mindfulness.

A growing – and diverging – discipline

Google may have blazed the trail when it comes to employee satisfaction, but it has been joined by legions of tech companies in the last year, particularly in Silicon Valley and the UK, which currently find themselves in the middle of another dot-com style talent war.

“In tight labor markets like California, you really do have to be good at this to retain talent,” says Jane Dutton, PhD, professor of business administration and psychology at University of Michigan. “It was more trendy before and I think it’s now real economic imperatives, but there are multiple imperatives, it’s not just about retention and the attraction of talent.”

Within the positive organizational universe, the experts tend to divide into two camps: those who feel that employee happiness hinges largely on a sense of purpose, and those who feel that relationships are the secret sauce. Dutton falls into the latter camp. “Having positive relationships at work is seen as a major predictor of employee engagement, and that’s a major driver of customer engagement,” she says.

When it comes to cultivating health and well-being among workers, Dutton says that the most important consideration is community. “Meaning or purpose is part of it, but I would bet on positive relationships,” she explains. “Evidence on the almost instantaneous effect of positive human connections on people’s bodies convinces me that if I had to choose whether my workplace had purpose or positive connections, I’d bet on connections.”

However, Dutton notes, human connections and workplace purpose are interconnected. “If you have positive connections between employees, that means it’s also probably easier to cultivate meaning in the work they’re doing,” she explains. “And similarly if your employees feel they have a purpose, it’s easier for them to cultivate positive connections with each other.”

Leading the charge for Team Purpose is Aaron Hurst, CEO of consulting firmImperative. …Hurst’s company has quickly become the go-to firm for startups wanting to move beyond perks and create happy workplaces where employees will want to stick around for a while. It has worked with Twitter, eLance, and Etsy in the last few year, and Hurst brings to the table his experience consulting with LinkedIn, where he helped to launch the website’s “board” and “pro-bono” functions.

“I’ve seen it over and over, what people want from their careers are things that help them boost purpose in their lives,” Hurst says.

While Imperative provides quantitative surveys and reports of employee happiness as part of its offering to employers, it also makes a point to include more qualitative elements. “Data only matters in context,” says Fullenwider. “The way I see it, the value of data is that it’s a language that can help you speak to the unconvinced to get that initial buy-in on why this stuff matters. After that, it’s a lot of good old-fashioned insight, talking to people, slowly moving the needle – really digging in and working on creating a healthy workplace.”

Imperative bases its quantitative work on the research of Dr. Martin Seligman, head of the positive psychology department at the University of Pennsylvania. Working for the US military, Seligman developed a measurement tool that tests emotional and psychological wellbeing. He and his staff recently simplified it to an 18-question survey called the PERMA scale (Positive emotion, Engagement, Relationship, Meaning, Accomplishment).

The quantified self, qualified

Matt Stinchcomb, vice president of Values and Impact at Etsy, says that the PERMA scores were really useful when he was first starting to work with Imperative. “I’m fortunate enough to work at a company where I don’t have to convince the CEO, but having it science-based makes it much more convincing to the data-driven folks in our company,” he says. “And being able to go into the board meeting and present numbers around this sends a signal that this is something we are taking seriously.”

This data clarified a large number of questions, such as which Etsy offices tended to be happier, and whether employees with male or female managers reported different happiness scores. And many of these lessons impacted the company’s policies. For example, Stinchcomb says, “We saw that people who were more active as volunteers had higher wellbeing scores, so we launched a program to give people 40 hours a year to volunteer, which they could either spread out over the year or take all in one week.”

Ultimately, Stinchcomb says, Etsy learned that one snapshot of how the company’s employees felt in a given week was not going to amount to meaningful change. “I realized we needed more of a continual read on employees, but without constantly pestering them with a survey, so we started to look at all the other signals that would indicate employee wellbeing: participation in things, for example, or something as simple as employee feedback,” he says.

“We needed to find the middle ground between heart and data,” Stinchcomb explains. “Maybe it’s enough that we’re looking into this at all, that we care enough about our employees’ wellbeing to want to improve it. Maybe it’s as simple as ‘hey, be nice and respect each other.’ Rather than worrying about what wellbeing is and how much wellbeing exactly, let’s just do the stuff we already know makes people feel good and then just measure stuff like retention rates that we already have.”

Arts & Ideas: Free Thinking – Arianna Huffington & Richard Hytner – 29 Apr 14

Arianna Huffington talks to Anne McElvoy about measuring success using The Third Metric. Richard Hytner and Kerrie Fleming look at stress in business and the nature of leadership. Zia Haider Rahman on his debut novel In the Light of What We Know which contains elements of his own Bangladeshi background, a scholarship to Oxford and time spent as an investment banker on Wall Street. Plus Anne pays tribute to the late Maya Angelou’s influence and humour.

Link to listen to this BBC Radio 4 podcast

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Gallup: The 10 Qualities of Highly Successful Entrepreneurs

Wondering if you have what it takes to succeed as an entrepreneur? New research from Gallup offers a window into what separates those who launch and grow successful companies from less successful peers.

Gallup studied more than 1,000 entrepreneurs to arrive at a short list of the 10 qualities of highly successful entrepreneurs. They will be discussed in a book by Gallup chairman Jim Clifton and consultant Sangeeta Bharadwaj Badal called Entrepreneurial Strengthsfinder, scheduled for release in September 2014.

1. Business Focus: They base decisions on the potential to turn a profit.

2. Confidence: They know themselves well and can read others.

3. Creative Thinker: They know how to turn an existing product or idea into something even better.

4. Delegator: They don’t try to do it all.

5. Determination: They battle their way through difficult obstacles.

6. Independent: They will do whatever it takes to succeed in the business.

7. Knowledge-Seeker: They constantly hunt down information that will help them keep the business growing.

8. Promoter: They do the best job as spokesperson for the business.

9. Relationship-Builder: They have high social intelligence and an ability to build relationships that aid their firm’s growth.

10. Risk-Taker: They have good instincts when it comes to managing high-risk situations.

What if you are weak in some of these areas? Can you still make it as an entrepreneur?

Citing research showing that entrepreneurship is between 37% and 48% genetic, Gallup’s conclusion is that entrepreneurs with a natural gift for things like opportunity spotting will find it easiest to succeed but that others can compensate somewhat for a lack of inborn talent through efforts like working with coaches and getting technical assistance. And, of course, factors like skills and experience also play a role in entrepreneurial success.

Link to read the original Forbes article

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The Three Human Capital Management Concerns Keeping U.S. CEOs Up At Night

by Bhushan Sethi

After surveying 1,344 CEOs in 68 countries, we found that 70% of US CEOs are concerned about the skills gap. And 86% say technology advances are going to transform their businesses within the next five years. So the relationship between talent quality and financial success isn’t just causal. It’s completely consequential.

1.     Transformation requires trust – Departmental changes are nothing new, and most employees will go along to get along when the degree of change is small and the rate is slow. Bigger changes require more. Employees need to trust their leaders when the leaders ask them to take a leap of faith. This is going to be harder to do than it used to be. Five years after the financial crisis, just 32% of US CEOs say the level of trust with employees has improved. Being transparent about where the company is going and what it takes to be successful is an approach managers will have to embrace to regain that trust.

2.     The people you have now are the people you’ll have later – In the past, large-scale change could be achieved by replacing people.

But the skills gap that comes with the level of changes now happening is just too big for managers to fire and rehire their way out of the problem. To cope with this degree of change, training for tomorrow must become as important as revenue today.

The leader’s role here is to point towards a common goal, motivating people to learn from each other so that they can achieve this new opportunity. The skills gap, in other words, is very much a leadership gap.

3.     The meaning of a diploma – As much as we bemoan the paucity of skills training in higher education, it’s not possible for schools to be close enough to industry to have a perfect match between training and needs. The good news is that industry can do more. A number of companies are offering MBA programs at night inside their own buildings. Others are working hand-in-glove with community colleges to train operators for their plants. There are even instances where companies have approached high schools to encourage shop classes so that people will develop welding and pipefitting skills. There are no limits to the practical, if inventive, ways companies can develop the talent they need.

Looking at these problems and their solutions, it becomes clear that the secret to closing the skills gap isn’t closing the skills gap – it’s seizing the leader’s mantle.  That’s not a title or a position, but a role of pointing to the valley, telling the people about the danger ahead and then inspiring the changes necessary to survive and prosper.

How prepared are you for this challenge? To answer that question, simply ask yourself another question: How invested are you in your people’s skills?

Link to read the original article

working together

Asian Leaders Value Creativity and Intuition More than Europeans Do

Do leadership styles differ around the world? This is one of the questions explored by our recent International Business Report. We asked 3,400 business leaders working in 45 economies to tell us how important they believe certain attributes are to good leadership.

Patterns in their responses point to some intriguing cultural differences. While the top traits – integrity, communication, and a positive attitude – are almost universally agreed upon by respondents (and confidence and the ability to inspire also rank high globally) not everyone is aligned on the importance of two other traits: creativity and intuition.

Nine in ten ASEAN leaders believe creativity is important, compared with just 57% in the EU; while 85% of ASEAN leaders think intuition is important, compared to only 54% in the EU. More generally, we find greater proportions of respondents in emerging markets falling into the leadership camp we would call “modernist.” They put more emphasis on intuition and creativity and also place greater value on coaching than leaders who are “traditionalists.”

This is an intriguing discovery, but it immediately raises a follow-on question. It’s conceivable that our survey captured a gap that still exists for now but is shrinking, as globalization brings a certain sameness to businesses around the world. Will we see a steady convergence in leadership – and toward the Western style – as developing economies mature?

Many believe so…

I’m not so sure. Given the superior growth rates of their economies, it might be that leaders in emerging markets are gaining the confidence to stick with the management approaches that have apparently been working for them – or that they have the agility to adapt to whatever techniques and tone prove best suited to their fast-evolving local markets.

And here is the really big factor in play as leadership styles continue to evolve: Women still have far to come as business leaders. Today, just 24% of senior business roles around the world are held by women, but the proportion of female CEOs is on the rise. Awareness is growing that diversity, of all sorts and in any walk of life, leads to better decisions and outcomes. There is now a wealth of empirical evidence proving that greater gender diversity correlates with higher sales, growth, return on invested capital, and return on equity. One recent study from China even finds that having more women on company boards reduces the incidence of fraud. Meanwhile, uniformity of background often yields uniformity of opinion and worse decisions. The pressure is on to make boardrooms and management ranks less “male and pale.”

It has often been claimed that a key way in which business women differ from business men is in their leadership styles. For example, research shows that women leaders, on average, are more democratic and participative than their male counterparts. Studies have also shown that, as investors, women are more risk-averse and, at the household level, tend to invest a higher proportion of their earnings in their families and communities than men.

Looking across the global landscape today, we find women more prevalent in the upper echelons of companies in Eastern Europe and Southeast Asia.

Perhaps it is not just coincidence that where we see more women leading, our survey finds more openness to using creativity and intuition – and also a higher value placed on the ability to delegate. In any case, these parts of the world, with their higher proportions of women in leadership, have a fair claim to be arriving sooner at the well-blended leadership style of the future.

Decision-making based on analytics is all the rage now, and certainly represents progress in many areas where managerial decisions have been made in the past on “gut feel.” But there are still many decisions in business that, either because they relate to future possibilities or because they involve trade-offs of competing values, can’t be reduced to data and calculations. One could argue that those are the very decisions – the ones requiring creativity and intuition – where leadership is most called for and tested.

In a fast-moving, digitally-powered world, creativity and intuition could be the difference between gaining ground as an innovator and getting left behind.

rat racing across the wheels of work

Fixing the ‘I Hate Work’ Blues

by Bill George, professor of management practice at Harvard Business School

The New York Times ran a troubling story, “Why You Hate Work,” in last week’s “Sunday Review.” The article indicated that employees work too hard and find little meaning from their work. The anecdotes we all hear about this topic are reinforced by the Gallup Poll, which shows that only 30 percent of employees are engaged in their work.

The issues raised are ones I have worked on for many years. With the drive for higher productivity in the workplace, there is little doubt that people are putting in longer hours than they did two or three decades ago. In part, this drive comes from never-ending, short-term pressures of the stock market. An even greater factor is the global nature of competition today, which pits American organizations directly against counterparts in Asia, where work days are long and onerous.

The much greater issue raised, however, is that many workers do not find meaning in their work. A shockingly low 25 percent of employees feel connection to their company’s mission. (Contrast that to the 84 percent of Medtronic employees who feel aligned with the company’s mission.) In my experience, if employees don’t feel a genuine passion for their work and believe that it makes a difference, engagement drops off dramatically. When engagement falls, so does productivity.

Message not being heard

Many senior executives have been focused on building mission-driven organizations for the last decade. The CEOs I know are fully committed to getting everyone focused on mission through regular engagement with employees—much more so than CEOs in my generation. So if CEOs are focused on the mission, why aren’t these messages getting through to employees?

“Instead of managers who control, we need leaders who inspire”I believe the answer lies in the highly bureaucratic, multilayered organizations that companies are using to execute their plans. There is so much pressure to realize short-term results that middle managers are consumed by making this month’s numbers rather than building teams that focus on achieving their company’s mission. Innovating under intense operational pressure is nearly impossible.

In addition, the heavy burden of compliance with government regulations and internal corporate requirements is taking a toll on people, limiting their creativity, and causing them to be risk-averse. In this environment, desired qualities like empowerment, engagement, and innovation are subordinated to control aspects. No wonder people aren’t engaged and having fun!

Finally, we have lost sight of the importance of first-line employees—the people actually doing the work—and have given all the power to middle management. We have driven down compensation for first-line employees, increased their hours, and taken away their freedom to act with myriad control mechanisms. When it comes to layoffs, it is the first-line people who get laid off, not the middle managers, as senior leaders protect the people closest to themselves.

What’s the solution to this dilemma? I believe we need to restructure large organizations by giving much more responsibility and authority to first-line workers and paying them accordingly—with appropriate performance incentives. We need to trust employees, not control them, by empowering them to carry out the company’s mission on behalf of customers. They should be given full responsibility for performance, quality, achievement of goals, and compliance with company standards.

To realize this change, organizational structures need to change. Dramatically. For starters, companies have far too many layers of managers. The best way to address this is to widen the span of control for everyone between the CEO and first-line employees. Instead of six to 12 direct reports, all managers should have 15 to 20 people reporting to them. For many managers, this violates traditional management principles, but it also dramatically reduces the number of layers between the CEO and first-line staff. I know many extremely effective executives, including Mayo Clinic CEO John Noseworthy and Medtronic CEO Omar Ishrak, who have more than 18 direct reports and handle the load extremely well. It just requires ensuring that all your direct reports are competent to do their roles and that you use a superb system of delegation, so that you’re not over-managing subordinates.

Required: leaders who inspire

Next, the role of middle management requires fundamental changes. Instead of managers who control, we need leaders who inspire in these roles. They should work alongside their employees, doing more than their fair share of the most challenging aspects of the work. Their leadership role is to champion the company’s mission and values, and to challenge others to meet higher standards on behalf of their customers. It is the job of these leaders to facilitate the work of the people they lead by making their jobs easier, and removing bureaucratic impediments and other obstacles. Middle managers who cannot make this shift may have to move on to new roles elsewhere. All of these actions make these leaders more like partners and coaches than bosses and controllers in the traditional sense.

Finally, the most senior executives in the organization should be engaged every day with the first-line: working with them in the marketplace and in customer meetings; roaming around the labs, quizzing innovators, scientists and engineers about their latest ideas; visiting production facilities and service centers to check on quality and customer support. That means far less time holding lengthy business reviews in their conference rooms or having 1:1 meetings in their offices. Executives who are fully engaged with first-line employees every day will have a much better sense of how their businesses are running, and their presence will be highly motivating and even inspiring.

As a result of these changes, the employees will be more engaged and more productive, overhead costs will drop dramatically, and customers will report a much higher level of responsiveness. The executives will make better informed, more thoughtful decisions about the business because they are so much closer to their markets and the people doing the work.

Link to read the original Harvard Business School article

change curve

The Two Transformative Influences on Employee Engagement

by Andre Lavoie, CEO of ClearCompany

It’s time to light the way for your employees, so they’re not fumbling in the dark and missing your goals. Transparency, tracking, and real-time adjustments can help keep your team aligned and engaged, so everyone is heading in the right destination.

While you want to believe your team is working towards your company goals, the truth is they might just be working in the dark. A recent Gallup poll has discovered 70 percent of workers are feeling a little less than engaged on the job.

Why are employees checking out? Likely because they can’t see how their daily efforts contribute to your company’s strategic goals. While you may think your company is crystal clear and extremely transparent, the cold reality is your people look at your organization as a maze of disjointed hierarchies.

While you may think your company is crystal clear and extremely transparent, the cold reality is your people look at your organisation as a maze of disjointed hierarchies.

In fact, most of them can’t even name your company goals. In the “How Leaders Grow Today” survey by ClearCompany and Dale Carnegie, 43 percent of employees claimed to be familiar with company goals, yet couldn’t list any specifically. Your team needs more than the Cliff Notes version of how their contributions add value to the organization if you want a happy, engaged, and productive workforce.

Your company needs to turn on some lights, so employees can see how their efforts make a difference. Here are a couple tips to light the way towards alignment:

Improve Transparency

Transparency is the lightswitch you need to get your team moving together in the right direction. A survey by Fierce, Inc. asked 800 responders what practices were currently holding their company back. Nearly half of all respondents identified a lack of company-wide transparency and too little involvement in company decisions as problem areas keeping their organizations from thriving.

Helping employees “see” company-wide goals with easy visualization can ensure your best people are clued in and engaged, without constantly barraging employees with company messaging. With high levels of transparency, your team never has to wonder how their work contributes to overall company goals or how they add individual value. So it should come as little surprise the most effective communicators use more metricswhile explaining goals, the same way talent alignment systems provide real-time tracking so employees can see their value.

Organizations which share information and encourage participation also have greater levels of employee trust. Employee trust is an important component when it comes to engagement and morale, which in turn both have huge impact on a company’s bottom line.

Just how much can employee engagement affect a company’s profits? Best Buy wanted to find the answer, so they tracked the influence of employee engagement at a specific store. What they found was an increase of only .1 percent had a substantial impact. At the store in question, this tiny uptick in engagement equaled more than $100,000 additional funds in the store’s annual operating budget.

Make Real-Time Adjustments

Sometimes in business you need to make a big pivot to be successful. This is why the ability to make real-time adjustments is so important. Unfortunately, less than one third of surveyed employees felt their company would be willing to change practices or directions based on employee feedback.

The ability to pivot has been instrumental in the successes of multiple businesses, including Twitter. The 140 character microblogging service started life as Odeo, a podcasting platform. In 2005, Odeo got some bad news when Apple officially moved into the podcasting arena. Without a clear backup plan, the 14 member team at Odeo began working full-time on a pivot, including hosting “hackathons” where members worked on concepts. One such concept was a status update platform, which eventually became the massively popular Twitter.

Without real-time tracking, it’s tough to see what your best people are working on and working towards. Employees feel like they can’t provide feedback and executives don’t understand how to motivate teams to do their best work. By tracking progress in real-time, you can make adjustments and stop small problems from snowballing into huge challenges.

You can also better play to the strengths of your best employees if you can see where they excel in their workflow and where they’re falling short. After all, an article in Human Capital Review by Robert Biswas-Diener and Nicky Garcea explains how highly engaged employees report using their strengths 70 percent of the time in their day-to-day work. According to this report, by taking a strengths-based approach to managing your employees you can expect at least a 36 percent increase in performance.

Playing to the strengths of your team means higher engagement and productivity. Real-time adjustments also mean you can stop goal deterioration and work cascading in the wrong direction. Since you can see your team’s work, you can keep everyone focused on your company goals. From the employee perspective, tracking their own progress means they can take ownership of work while still being able to see how their contributions align with overall corporate strategy.

by leadership coach Alan Williams

The more I practice, the luckier I get.” — golf legend Gary Player

Practice is about applying an idea, belief or method rather than the theories related to it. Practice is also about repeatedly performing an activity to become skilled in it.

The value and benefit of practice is taken for granted for performers at the highest level in fields such as sport, music, and art.

Can you imagine teams like the New York Yankees in baseball, Toronto Maple Leafs in ice hockey, Dallas Cowboys in American Football, Manchester United in soccer just turning up on match day? In the arts, would the cast of Cirque du Soleil or the dancers of the Bolshoi Ballet just turn up on the day of the performance? Even the Rolling Stones practice!

Practice and reflection: The missing links

From the sporting world we see that anyone who wants to learn and improve needs to commit time and effort to practise, to notice what works and doesn’t, to keep training until a routine is improved, perfected.

How does this translate to organizations?

Training exists of course – focused on new recruits or “teaching” new skills and technical knowledge that may be required. Skilled execution is highly valued.

But, in most organizations, there is not much focus on practice – and a lack of focus on reflection – on learning from that practice, considering what worked, what didn’t work and what to adjust next time. In organizations, practice and reflection are the missing links between the theory and skilled execution.

What does practice do for you? 

Practice enables you to broaden your repertoire, to deepen your knowledge, insight and capability. The brain, once thought to be a “fixed” entity, is malleable. Purposeful practice builds new neural pathways and constant repetition deepens those connections, making that new option a readily available choice.

The result of all this practice?

The seemingly super-sharp reaction time of various ball sports is an illusion. In standard reaction time tests, there is no difference between, say, a leading tennis player compared to other players. BUT, the player is able to detect minute signals which, from years of practice, has led them to read the direction of the serve before the ball has even been played.

It’s this practice that has created unconscious patterns and distinctions that the player responds to equally unconsciously – resulting in the seemingly super-sharp responses.

The power of purposeful practice

Wayne Gretzky, a Canadian ice hockey player, has been described as the greatest ice hockey player ever. His talent captures this attention to the context of a game rather than focusing on distinct actions alone.

Gretzky’s gift…is for seeing…amid the mayhem, Gretzky can discern the game’s underlying pattern and flow, and anticipate what’s going to happen faster and in more detail than anyone else.”

Purposeful practice is the primary contributing factor (above natural talent) to excellence in sport and life. To be a truly practised at a skill or habit, hours of sustained practice are required – estimated at 10,000 hours. The focus and attention to the practice and learning from that practice is fundamental.

At this level of competence, you have developed what is described as reflection-in-action, where you are critically aware of what you are doing – judging each moment for its suitability against an inner set of criteria – at the same time that you are actually doing the activity. One of the reasons Brazil is so successful at soccer is because most of the footballers played futsal. The smaller, heavier ball demands greater precision and encourages more frequent passing.

Failure comes with the territory

Paradoxically, failure is a key part of success because it is an opportunity to learn. Shizuka Arakawa, one of Japan’s greatest ice skaters, reports falling over more than 20,000 times in her progression to become the 2006 Olympic champion.

Practicing any skill is a full mind, heart and body event. As you build new physical skills, you’re laying down and deepening neural pathways. As you develop competence and strength in a particular skill, you’re building up the positive emotions associated with execution.

Practice in something can lead to belief in your ability to do it. This principle is one that informs coaches and practitioners working in the area of somatics and embodiment.

How can organizations create the culture and space for practice in order to grow and learn? Individual practice at work is a systemic question – it’s about the prevailing culture, skills and process – as well as individual focus and motivation.

Specifically, how can you establish an environment of striving to achieve the best and an expectation that this will be achieved? To what extent do people receive good quality feedback in a relatively “safe” environment so that they can learn and improve?

Everybody then benefits from the virtuous circle of being with others who are excellent at what they do. This “multiplier” effect impacts across groups and communities.

The 31 Practices approach

31Practices is an approach to putting values into practice every day. To become part of the fabric and the way of being (rather than just words in a glossy document), the values have to be practiced each day, by everybody in the organization.

For example, an organization may have the core value “relationships,” and a Practice to bring this value to life, “We invest time with stakeholders to build long-lasting relationships.” On the day of this particular Practice, all employees are therefore very mindful and consciously looking for opportunities to build strong relationships with colleagues, customers, suppliers, communities. The impact?  Let’s consider this:

Today, instead of sending an email update, I took the time to call the project sponsor and ask her what she was noticing. I learned that a key team member was in the process of resigning and this information enabled me to prepare a shift in resource. The call took five minutes; it would have taken me longer to compose the email. I felt great.”

Over the course of one month, you live each of the organization’s values through a number of different Practices. Initially, like anything new, you may feel uncertain, but over time, the Practices are repeated, becoming habitual. You will find that you start adopting the Practices more generally, not just the one that day.

This works across small and large groups. Marriott’s Daily Basics program was based on the same principle and operated across 3,000 hotels globally.

The key point is that, just as with sport or other activities, hours of purposeful practice of behaviours and attitudes that are explicitly linked to living core values will result in a strong values-based culture.

sad-face
Though much has been made of the many benefits of happiness, it’s important to consider that sadness can be beneficial, too. Sad people are less prone to judgmental errors, are more resistant to eye-witness distortions, are sometimes more motivated, and are more sensitive to social norms. They can act with more generosity, too.

Being sad from time to time serves some kind of purpose in helping our species to survive. Yet, while other so-called “negative emotions,” like fear, anger, and disgust, seem clearly adaptive—preparing our species for flight, fight, or avoidance, respectively—the evolutionary benefits of sadness have been harder to understand…until recently, that is.

With the advent of fMRI imaging and the proliferation of brain research, scientists have begun to find out more about how sadness works in the brain and influences our thoughts and behavior. Though happiness is still desirable in many situations, there are others in which a mild sad mood confers important advantages.

Findings from my own research suggest that sadness can help people improve attention to external details, reduce judgmental bias, increase perseverance, and promote generosity. All of these findings build a case that sadness has some adaptive functions, and so should be accepted as an important component of our emotional repertoire.

Here are some of the ways sadness can be a beneficial emotion.

1. Sadness can improve your memory.

Our research finds that happiness can produce less focused and attentive processing and so increases the chances of misleading information being incorporated into memory, while a negative mood improves attention to detail and results in better memory.

2. Sadness can improve judgment.

Sad moods reduce common judgmental biases, such as “the fundamental attribution error,” in which people attribute intentionality to others’ behavior while ignoring situational factors, and the “halo effect,” where judges tend to assume a person having some positive feature—such as a handsome face—is likely to have others, such as kindness or intelligence. Negative moods can also reduce another judgmental bias, primacy effects—when people place too much emphasis on early information and ignore later details.

So negative mood can improve the accuracy of impression formation judgments, by promoting a more detailed and attentive thinking style.

3. Sadness can increase your motivation.

When we feel happy, we naturally want to maintain that happy feeling. Happiness signals to us that we are in a safe, familiar situation, and that little effort is needed to change anything. Sadness, on the other hand, operates like a mild alarm signal, triggering more effort and motivation to deal with a challenge in our environment.

Thus, people who are happier will sometimes be less motivated to push themselves toward action compared to someone in a negative mood, who will be more motivated to exert effort to change their unpleasant state.

A sad mood can increase and happy mood can reduce perseverance with difficult tasks, possibly because people are less motivated to exert effort when they already experience a positive mood. Sad mood in turn may increase perseverance as people see greater potential benefits of making an effort.

4. Sadness can improve interactions, in some cases.

In general, happiness increases positive interactions between people. Happy people are more poised, assertive, and skillful communicators; they smile more, and they are generally perceived as more likable than sad people.

However, in situations where a more cautious, less assertive and more attentive communication style may be called for, a sad mood may help.

Why would this be? In uncertain and unpredictable interpersonal situations, people need to pay greater attention to the requirements of the situation to formulate the most appropriate communication strategy. They must be able to read the cues of the situation and respond accordingly. Sad people are more focused on external cues and will not rely solely on their first impressions, which happy people are more inclined to trust.

Sadness is not depression

The benefits of sadness have their limits, of course. Depression—a mood disorder defined, at least in part, by prolonged and intense periods of sadness—can be debilitating. And no one is suggesting that we should try to induce sadness as a way of combating memory decline, for example. Research does not bear out the benefits of doing this.

But my research does suggest that mild, temporary states of sadness may actually be beneficial in handling various aspects of our lives. Perhaps that is why, even though feeling sad can be hard, many of the greatest achievements of Western art, music, and literature explore the landscape of sadness. In everyday life, too, people often seek ways to experience sadness, at least from time to time—by listening to sad songs, watching sad movies, or reading sad books.

Evolutionary theory suggests that we should embrace all of our emotions, as each has an important role to play under the right circumstances. So, though you may seek ways to increase happiness, don’t haphazardly push away your sadness. No doubt, it’s there for good reason.

happy face

Muse is wearable technology, but it doesn’t create mind-blowing experiences. Just the opposite. Muse is a brain sensing headband that measures how overwhelmed your brain is from everything life throws at it — and it helps calm your mind and rid yourself of unproductive and unhealthy stress. This is just the beginning of what Muse can do. In the future, using this technology, you’ll be able to customize and control your home environment based on your brain state, turning sci-fi into reality.

Ariel Garten is the 34-year-old co-founder of InteraXon, creators of Muse. She’s a neuroscientist, artist and practicing psychotherapist. She’s closing the gap between science, art, technology and business.

I started working with brain sensing tech in labs over a decade ago and was immediately fascinated by the potential to help people peer into the workings and behaviors of their own minds. It didn’t seem right that these incredible tools weren’t available to the general public, and I really wanted to use my background in neuroscience and psychotherapy to help others. Together with my business partners, we decided to make it happen.

Muse is going to be part of every day life as an indispensable tool helping people overcome mental, physical and emotional barriers. It’s going to allow us to free ourselves in ways we never thought possible.

How does it work? Muse has sensors to detect and measure the activity of your brain, similar to the way a heart monitor measures your pulse. The sensory input is translated into real-time feedback on your tablet or smart phone via Bluetooth. You can see if your brain is stressed or calm, and with scientifically proven exercises, you can bring your brain back to that healthy state of calm, training your brain. I think one of the best parts is that this exercise only takes three minutes a day (if only this could happen at the gym).

What will Muse fix in the world? My interview with Ariel, one of the brains behind the headband:

What do you think is one of the most important things in the world that needs to be fixed?

Unproductive stress! Between 70-90% of doctor’s visits are stress related illnesses (source: The American Institute of Stress). With rising costs of health care and the number of people with limited access to it, if we could help people reduce their stress imagine the impact on their wellbeing — financial, physical, mental or emotional.

Arianna Huffington speaks very candidly about this. After collapsing from overworked exhaustion a few years ago, she has since become a dedicated advocate of moving away from the popular two-track focus on money and power. She talks about prioritizing life: wellbeing, wonder, wisdom and giving. Ultimately it all points towards a more balanced and less stress-controlled life.

Obsession with conventional ideas of ‘success’ can be harmful enough, but compound that stress with relationships, family, financial woes and health concerns and you find yourself in a constant state of fight or flight. This causes people to be more reactionary which further perpetuates the cycle of stress.

I want to help give people the ability to stop and take just a few minutes a day to regroup and refocus; to give them a chance to get perspective on the things that matter and the things that don’t. Being able to train your mind to do this isn’t as hard or time consuming as people think. It’s about committing to it just like an exercise routine or healthier eating habits. A healthy mind is just as important.

A statistic from Harvard states that we spend 46.9% of our time thinking about something other than what we are doing. This absence from the present moment also causes unproductive stress.

What will the world look like when it’s fixed?

The world will look a lot healthier when this is fixed. People will discover ways to be more productive and creative, and thus feel a greater degree of satisfaction.  Their professional and personal relationships will improve because stress will be less of a barrier to listening, communicating and cooperating with others. Personal motivation will be higher because the negativity of stress will be less of a factor in their daily lives. All of this adds up to a greater sense of wellbeing; dare I say “happiness.”

What are you doing to help fix it?

I’m tackling the fix in a couple ways. The first is developing and launching this new product, Muse: the brain sensing headband, that combines my passion for neuroscience with my desire to help as many people as possible. I wanted to create a tool that would help people exercise their minds in the most positive and productive way—not just with cognitive exercises alone, but also with a focus towards building emotional resilience.

Muse senses your brainwaves much the same way a heart rate monitor senses your heart beat. It’s easy to use and will allow people to learn and train their minds at their own pace with another tool everyone has already in their pockets –their smart phone or tablet.  Muse actually measures the state of your mind. Ultimately, we’ve created a usable, fun system that enables virtually anyone to improve themselves, cut away the static of a busy mind, and feel calmer in only three minutes a day.

The second way I’m helping fix it is as a therapist.  From as far back as I can recall I’ve always felt compelled to make people feel better. Being a therapist gives me the opportunity to do that one-on-one. There are so many people suffering from stress and negative thoughts, and I’ve seen it lead to harmful actions and feelings. I’ve had the opportunity to help people identify root causes of stress and destructive thinking to help them heal.  With Muse, I’m able to share that on a much larger scale.

What can others do to help fix it?

In the work environment, people can look to encouraging healthier working habits and environments. So much productivity is lost due to employee stress that manifests itself in various ways. The healthiest work environments are transparent and open, and where communication and collaboration foster creativity. Leaders need to be open to change and geared towards fostering more happiness in the workplace. Zappos CEO Tony Hsieh is a good example. I’d say InteraXon is another, and we model ourselves on the other good examples out there. And we all Muse.

As individuals, seek small adjustments to lifestyle habits. If we can be open minded to new suggestions and tools and new ways to approach problems, we can become less fixed. This opens us up to new ideas and possibilities.

What is a mistake you’ve made that you learned from and others can also learn from it?

When we began creating this technology, I was a little naive and somewhat idealistic. I didn’t realize how many barriers we’d come to face. We’re essentially cutting the path in a field that is still unfamiliar to many people and we’re building a technology that will change the world – not a short order. I’ve been a lifelong optimist and so I have a hard time imagining blocks to success – but there were a few, namely in manufacturing and finance. A lot of ups and downs I never even considered. But the manifestation of InteraXon’s vision is now a tangible product now and that makes the challenges worthwhile.

While a good degree of optimism is absolutely necessary to keep a team inspired, grounded optimism is an even greater asset when working to bring a vision to life.

Beyond looking into our brains today, what will Muse mean for the future?

Muse will continue to further self-understanding, whether it be through helping people be happier by reducing their stress or helping them up their golf game as they become more able to concentrate on what is important to them. In the future, Muse will enable people to do things like customization and control of their home environment based on their brain state – for instance, adjusting the lighting and music to match your mood. Really, the possibilities are vast and we’re just at the beginning of exploring the potential of this technology.

Happiness At Work edition #98

All of these articles are included in this week’s new collection.
I hope you find much here to enjoy, use and prosper from.
happy face sad face happiness is a choice