And before you take the plunge into all the words that make this post, you might like to first give yourself a 5minute dip into artist Sue Ridge’s meditative, languorous, hyper-realised video: The Swimmer, which you will find in the video section of her website. (And my big thanks to Sue Ridge again for her inspirational photos that headline and end this post.)
The colour and the Tree come together to transform and affect each other; the colour changing the Tree into something surreal, something out of this world, speaking of the importance of trees in our urban environment.
“By colouring the trees blue, we want people to stop and notice these beautiful trees, which are so often taken for granted”, says Sharon Johnson, Chief Executive of Trees for Cities. “It is well reported in the UK that there has been a decline in urban trees over the last decade, and the threat from disease is on the increase. Over 80% of the population will live in cities by 2050. We urgently need to protect and plant more trees to help foster a sense of well being and happiness in our cities”.
With the Blue Trees, the colour and the Tree become a sculptural work referencing people’s lives, their daily existence and how individually and collectively we shape the world we inhabit.
Konstantin Dimpoulos, Australian artist and creator of the Blue Trees said: “I have always known that art is and always has been an extended part of nature and that art can effect social change. For that to happen one has to move out of the art institutions and galleries and move outside among nature and human beings in their living spaces”
“What do you think of when you think of trees…?”
Official figures reveal for the first time how culture and sport make people as happy as being given pay rises worth thousands of pounds
Visiting the library, dancing and going swimming makes people as happy as a £5,000 pay rise, official figures have shown for the first time.
Researchers from the London School of Economics found that sports, culture and the arts can have a significant impact on people’s happiness.
They then assessed how much money it would take to give people a similar boost in their level of well being.
They concluded that playing sport on a weekly basis is worth the equivalent of being given £1,127 a year, while regular involvement in the arts such as music, dance and plays is worth £1,084 a year.
The most beneficial activity is taking part in dancing, which is worth £1,671 a year, closely followed by swimming which is worth £1,630 a year. Visiting libraries on a regular basis is worth £1,359 a year…
The report suggested that swimming had a more significant impact on people’s well-being than almost any other sport, almost than twice as much as football and cycling.
The research suggests that taking part in cultural activities, as opposed to being in the audience, makes people significantly happier.
As well as the benefits of dancing, taking part in craft activities is equivalent to a £1,000 pay rise.
By contrast listening to music is worth £742 a year, although going to plays is a significantly more valuable experience worth £999 a year.
The analysis also found that people who regularly enjoyed the arts were 5.4 per cent more likely to report good health, while those involved in sport were 14.1 per cent more likely to be healthy.
People who take part in sports save the NHS almost £100 a year, while those who enjoy cultural activities such as films, exhibitions and plays save the NHS £37 a year.
People who attended arts events and played sports were also significantly more likely to give to charity, while the research also suggested that culture and sport could motivate unemployed people to find work.
by Dr Nina Burrowes is a psychologist and author of The Little Book on Authenticity
Authenticity is a concept often discussed in the workplace, especially when it comes to leadership. Today when people use the term “authenticity” they usually mean that they are being honest and open. To be an authentic leader is to be genuine.
Whilst being genuine in the workplace is both challenging and valuable, to use the term “authenticity” in this way is to misunderstand its original meaning, not to mention missing out on the true value that authenticity has to offer.
If you want to understand the true meaning of authenticity you need to go back to its root. The Latin root of the word “authenticity” is “author”, so being “authentic” doesn’t mean being honest about who you are, it’s about being your own “author”. Authenticity is an active and creative process. It’s not about revealing something, it’s about building something; and that something is “you”…
If you want to be authentic in the workplace, don’t focus on revealing who you are, instead focus on creating and truly becoming yourself. Read the article
In her Guardian review of Schulte’s book Helen Lewis writes:
Fighting “the overwhelm” means identifying the problem, and there are three villains in this book: our jobs, our expectations and ourselves. Give a small cheer here if you live in Europe, because it turns out that America really, really hates its citizens and wants them to be unhappy. “The US is the only advanced economy that doesn’t guarantee workers paid time off,” Schulte writes. “Nearly one-quarter of all American workers get no paid vacation, most of them low-wage and part-time workers.” Oh, and don’t expect any paid maternity leave either; there is no legal requirement to offer it. All this is a legacy of the religious right’s dominance in the 1970s, when firebrands such as Pat Buchanan decided that nurseries were probably a plot to indoctrinate children and make them into tiny commies. Schulte gazes longingly towards Scandinavia, with its family-friendly policies, but the US situation sounds so bad I even felt a twang of pride for Blighty.
The next cause of the overwhelm is a construct Schulte calls the “ideal worker”. The ideal worker is the perfect capitalist machine-part, never seizing up or breaking down, always ready for overtime or foreign travel, never missing a day to look after a sick child or parent. Many businesses are in the grip of “presenteeism”, imagining that there is a perfect correlation between time spent with bum on office chair and productivity. There isn’t: research shows most people can only do eight hours of quality work a day. After that, they are just desk meat, surreptitiously playing Solitaire in a browser window or daydreaming about dinner. A macho long-hours culture hurts men just as much as women: when new dads ask for flexible working, they get burned both by the assumption they are not dedicated to the job and the assumption they are big old Girlie Men.We can’t blame everything on heartless employers, though. The relatively affluent have to take some responsibility for worshipping at the Altar of Overwork, an attitude Schulte calls “busier than thou”. Just as having a tan became a status symbol once it denoted that you could afford foreign holidays, so being overwhelmed is a badge of honour for middle-class professionals. Oh, between Jonny’s clarinet lessons and my Mandarin classes and Steve getting promoted to partner, I don’t have a minute to myself, they trill. Having no free time makes the point you don’t just have a job. You have a career. You are Going Somewhere.
Schulte’s prescription is simple: decide whether you love the bragging rights of being busy enough to live in a debilitating whirlwind of activity. If you don’t, perhaps leave the clarinet unmolested and the boxercise class undone. As for housework, one researcher’s message to women is refreshingly simple: be a slattern. “Do you have to be able to do open-heart surgery on the kitchen floor?” he asks. Also, make sure Himself pulls his weight.
This book’s strength is mixing research and anecdote in a lively, accessible way, with a reporter’s eye for detail. The obvious criticism is that Schulte’s message speaks largely to uptight overachievers in creative fields, and being told to lobby for a four-day week or a 4pm hometime won’t cut much ice if you are on the minimum wage or a zero-hours contract. (The author does acknowledge that the figure for average working hours is misleading because it obscures the gulf between the crazy-busy top of the labour market and the underemployed bottom, yet is otherwise prone to breezy generalisations.) But, of course, a book like this can’t hope to tackle every aspect of such a complex subject, and even if it did, no one would have time to read the result. There just aren’t enough hours in the day.
Stanford research explores the concept of maximizing happiness, and finds that pursuing concrete “giving” goals rather than abstract ones leads to greater satisfaction.
by Clifton B. Parker
The paradox of happiness is that chasing it may actually make us less happy, a Stanford researcher says.
So how does one find happiness? Effective ways exist, according to new research.
One path to happiness is through concrete, specific goals of benevolence – like making someone smile or increasing recycling – instead of following similar but more abstract goals – like making someone happy or saving the environment.
The reason is that when you pursue concretely framed goals, your expectations of success are more likely to be met in reality. On the other hand, broad and abstract goals may bring about happiness’ dark side – unrealistic expectations… Read this article
Reporting this research in Forbes magazine, Amy Morin writes:
Sometimes people incorrectly assume that having children, getting a new job, or becoming self-employed will automatically equate to increased happiness. But often, these changes don’t result in the increased happiness that people expect. When attempts to increase happiness fail, it can leave people feeling unhappier than ever.
Here are some examples of concrete and attainable prosocial goals:
- Instead of saying you want to make someone happy, set out to make someone smile.
- Rather than deciding that you will help the less fortunate, decide to donate two bags of groceries to a food pantry every week.
- Substitute changing the world for working at a soup kitchen one day a month.
Creating attainable goals helps establish reasonable expectations for how much happiness you’ll experience when the goal is accomplished. Following through with your action steps to help other people can increase your overall life satisfaction and sense of happiness. Set out to make the world a better place one small step at a time and your happiness meter is also likely to climb.
“Mr. Peters is an enthusiast, a storyteller and a lover of capitalism. He says that effective management is management that delivers more value to customers and more opportunity for service, creativity and growth to workers. He is saying that the decent thing to do is also the smart thing. It’s a wonderful message.”
paul weaver, hoover institute, in the wall street journal
What started when Tom copied a few Twitter conversations and made them into a PDF has turned into a magnum opus, now 57 parts,
As he points out (p.21), “Most of our conscious life will be at work. Like it or not. Waste your work life and you have effectively wasted your life.”
a ‘BLINDING FLASH OF THE OBVIOUS.’ – something we KNOW but relentlessly time and again fail to practice.” (Peters’ own capitals throughout; my bold emphases)
Blinding Flash of the Obvious:
We know putting people REALLY first translates into mid- to long-term growth and maximized profitability. SO WHY DON’T WE DO IT?
We know … GREAT TRAINING … pays for itself 100 times over—in business just much as in sports and the arts. SO WHY DON’T WE DO IT?
We know a simple “THANK YOU” is the greatest of all motivators. SO WHY DON’T WE DO IT?
And on—and on—it goes.
Frankly, I am in a rotten mood. If I was preaching rocket science, and people didn’t “get it,” that’d be one thing. But each of the 27 points in this brief introductory section do amount to, beyond doubt, a … BFO/BLINDING FLASH OF THE OBVIOUS:
BFO #1: If you (RELIGIOUSLY) help people — EVERY SINGLE PERSON, JUNIOR OR SENIOR, LIFER OR TEMP — grow and reach/exceed their perceived potential, then they in turn will bust their individual and collective butts to create great experiences for Clients — and the “bottom line” will get fatter and fatter and fatter. (ANYBODY LISTENING?) (PEOPLE FIRST = MAXIMIZED PROFITABILITY. PERIOD.) (ANYBODY LISTENING?) (FYI: “People FIRST” message 10X more urgent than ever in the high-engagement “AGE OF SOCIAL BUSINESS.”)
BFO 2: ENABLING “ALL HANDS” GROWTH IS LEADER DUTY #1. (And ALL good things flow from there.)
BFO 3: The “CTO”/Chief Training Officer should (MUST!) be on a par with the CFO/CMO. (In a 45-minute “tour d’horizon” of the enterprise: I GUARANTEE 9 out of 10 CEOs* [*10 of 10?] wouldn’t once mention training. THAT = DISGRACE.)
BFO 4: OUT-READ ‘EM. AGE 17. AGE 77.
2014: READ & GROW … or wilt.
(One financial services superstar pegs CEO prob #1: “They don’t read enough.”) STUDENTHOOD (OBSESSION THEREWITH) (for ALL of us) FOR LIFE!
BFO 5: Organizations exist for ONE reason … TO BE OF SERVICE. PERIOD. (And effective leaders in turn are … SERVANT LEADERS. PERIOD.)
BFO 6: The … HEART OF THE MATTER (productivity, quality, service, you name it) … is the typically under-attended … FIRST-LINE BOSS. (Your FULL CADRE of first-line bosses is arguably … ASSET #1.)
BFO 7: WTTMSW. (Whoever Tries The Most Stuff Wins.)
WTTMSASTMSUTFW. (Whoever Tries The Most Stuff And Screws The Most Stuff Up The Fastest Wins.)
“A Bias For Action”: #1 Success Requisite in 1982.
“A Bias For Action”: #1 Success Requisite in 2014.
BFO 8: “Fail faster. Succeed sooner.”
“Fail. Forward. Fast.”
“Fail. Fail again. Fail better.”
“REWARD excellent failures. PUNISH mediocre successes.”
Book/Farson: Whoever Makes The Most Mistakes Wins.
BFO 9: Enabling change: It’s NOT NOT NOT about “vanquishing (ignorant) foes.” It’s ALL ALL ALL about recruiting and nurturing … ALLIES.
BFO 10: Year = 220 lunches. WASTE NOT ONE. Cross-functional SNAFUs (Situation Normal, All F****d Up) #1 problem for most orgs. Software … WILL NOT … fix it. ONLY … “Social Stuff” works—e.g., makin’ pals in other functions; lunch = Strategy #1.
Goal: XFX/Cross-Functional Excellence … or die trying.
BFO 11: Excellence is NOT an “aspiration.” Excellence IS the next 5 minutes. (Or not.)
BFO 12: In Search of Excellence theme song: “Hard is soft. Soft is Hard.” (e.g., Numbers are the “soft stuff”—witness the crash. Solid relationships/ integrity/trust/teamwork = True “hard stuff.”)
Strategy is important.
Systems are important.
CULTURE is … MORE IMPORTANT.
(Serious change = Tackling the culture. PERIOD.)
(Even “Mr. Analysis,” in his autobiography, Lou Gerstner, IBM turnaround CEO, reluctantly acknowledged culture’s unequivocal primacy in the big-change-game.)
BFO 13: Apple’s market cap surpasses ExxonMobil’s.
Are YOU obsessed by … DESIGN? (In EVERY nook and EVERY cranny of EVERY tiny or humongous enterprise—and in your own professional affairs.)
BFO 14: WOMEN BUY EVERYTHING. WOMEN ARE THE MOST EFFECTIVE LEADERS. WOMEN ARE THE MOST SUCCESSFUL INVESTORS. (Does your organization … UNMISTAKABLY … reflect that from stem to stern?)
BFO 15: Forget B-I-G. (100% of biggies UNDER-perform long-term.) Instead build national wealth around … “MITTELSTAND” companies—MIDSIZE SUPERSTAR NICHE DOMINATORS—in ANY category you can name. (C.f., Germany.) (Battle cry: “Be the best. It’s the only market that’s not crowded.” WHY ELSE BOTHER?)
BFO 16: The problem is RARELY the problem. The lackluster RESPONSE to the problem is invariably the real problem. Answer? Slavishly adhere to these two response commandments: OVERKILL. UNEQUIVOCAL APOLOGY.
BFO 17: What do people (most) desire—including thee and me?
So: Show your appreciation … BIG TIME/ALL THE TIME. (Track it … RELIGIOUSLY!) (“Acknowledgement” is … THE MOST POWERFUL WORD IN THE LEADER’S VOCABULARY.)
BFO 18: The two most powerful words in the English language are?
No contest: “THANK YOU.”
(ACT ACCORDINGLY—e.g., OBSESSIVELY.)
BFO 19: Have you done your MBWA/Managing By Wandering Around … TODAY? If not, why not? (Hint: There are … ZERO ACCEPTABLE EXCUSES.)
BFO 20: Your CALENDAR knows your TRUE priorities.
You … ARE … your calendar.
Your calendar … NEVER LIES.
BFO 21: What is the individual’s/organization’s #1 enduring strategic asset? Easy:
ASSET #1 = INDIVIDUAL AND COLLECTIVE EXCELLENCE AT …
(Listening can be … TAUGHT. Listening PER SE is a … PROFESSION. Are YOU a “stellar professional listener”? THINK ABOUT IT. PLEASE.)
BFO 22: Aim to make EVERY internal and external experience (PRODUCT/ SERVICE/SYSTEM/EMPLOYEE INTERACTION/CUSTOMER INTERACTION/ COMMUNITY INTERACTION) a … WOW!
WOW = WOW. USE THE “W-WORD” PER SE!
E.g., Do 4 out of your Top 5 projects score 8 or above on a 10-point “WOW Scale”? If not, get on it:
(WITHIN THE HOUR.)
BFO 23: While on the topic of … WOW:
White collar work is by and large ticketed to fall prey to artificial intelligence/eye-popping algorithms as well as globalization. Stand there and take it on the chin?
My answer (1999 book, The Professional Service Firm 50):
CONVERT EVERY “DEPARTMENT”/”UNIT” (AND YOURSELF) INTO A FULL-FLEDGED … “PSF”/PROFESSIONAL SERVICE FIRM … WHOLLY DEDICATED TO EXCELLENCE & WOW & ADDING SKYSCRAPING VALUE TO THEIR CUSTOMERS’ (USUALLY INTERNAL CUSTOMERS) ACTIVITIES.
There is no good reason not to proceed in this direction within the fortnight!
BFO 24: EVERY DAY PROVIDES A DOZEN (LITERALLY) LEADERSHIP OPPORTUNITIES FOR EVERY ONE OF US. (Every = EVERY. From the most junior—and even the 3-day temp—to the Big Dudes.)
GRAB AT LEAST ONE.
BFO 25: CIVILITY WORKS. CIVILITY PAYS.
E.g.: K = R = P.
Kindness = Repeat business = Profit.
(ONE MORE TIME: “Kindness” is N-O-T “Soft.”)
BFO 26: Most of us/most organizations discount … INTROVERTS. THAT IS A … FIRST-ORDER STRATEGIC BLUNDER. (Please read Susan Cain’s book QUIET. It was a no-bull lifechanger for me.)
BFO 27: Listen (HARD) to my old D.C. boss, Fred Malek:
“EXECUTION IS STRATEGY.”
(Execution: That all-important … “LAST 99 PERCENT.”)
by Mark Feldman
The University of Warwick in the UK recently published research highlighting that happiness can increase employee productivity by up to 12%. Separate research by the New Economics Foundation in 2013 suggested that in some creative industries, happiness can improve productivity by up to 50%. Furthermore, academic research in the US found that when employees were in a good mood they performed their least favorite tasks better than when they didn’t feel as happy.
With employee productivity so crucial to business growth, it should be encouraging to companies to learn that employee happiness is so closely connected to their performance, because employee happiness is not a myth; it can and does exist.
What was interesting about the original Warwick University research was how quickly and easily employees’ moods were boosted by eating chocolate and watching comedy for ten minutes. While this is an affordable and active way to boost somebody’s mood in the short-term, it is perhaps not the most cost- or time-efficient approach to ensuring employee happiness, and thus productivity, in the long-term.
For many years academics have been conducting surveys and research to establish proven ways that improve happiness in the workplace. The findings – many of which are summarised below – include a number of quick, easy and low-cost ways companies can start boosting employee happiness and productivity.
Get Some Plants…
…working in an environment with plants was very effective at improving staff health by reducing coughs, headaches and skin ailments.
Better Use of Space and Better Furniture…
…small changes to the working environment can go a long way. Research in New Zealand has shown that investment in ergonomic furniture and effective use of space could increase productivity by up to 64%.
Organised Exercise Breaks…
…The same research in New Zealand showed that when exercise breaks were encouraged there was a 25% increase in staff productivity and separate research shows that taking four short walks a day can boost a person’s mood for as long as 11 hours.
Keep Your Promises…
…many employees consider a good manager to be someone who keeps their promises and puts employees first.
Make Managers Happy…
Professor Cary Cooper of Lancaster University explains that the main cause of unhappiness in employees is line managers. Investing in line manager happiness as a priority and encouraging this to “drip down” is a very logical and effective way to improve staff happiness. When studies have shown that over two thirds of employees feel their manager has an impact on their career it’s important to ensure that it’s a positive one.
…Research also shows that regular laughter reduces stress, helps us sleep better and can even boost the body’s immune system. If laughing in the workplace isn’t appropriate, then organise a work trip to a comedy club or share recommendations for funny movies that employees can watch at home.
Let Employees Go On Facebook…
…In a recent interview with Entrepreneur, Richard Branson stated that one of the key reasons Virgin introduced flexible working was to show employees they were trusted and this in turn improved their productivity. This article also argues that some of the world’s most successful CEOs are very active on social media, and they use it to promote their company.
Start a Book Club…
…Neurological research has shown that brain functions are significantly boosted after people finish reading a novel and the additional benefits of reading include greater social perception and empathy.
When we introduced the Noticeboard feature for our customers on Findmyshift we expected it to be used to share work-related memos. In reality it’s used by our customers to share a variety of information about social events, personal announcements and yes, even book club updates! In a recent survey we conducted it was listed as one of our most popular features by staff and managers alike.
Let People Get On With It…
Arguably the most welcome and cost-effective way proven to make your staff happy and more productive is to simply let them get on with their work. This is supported by Harvard Business Review research which showed that what motivated them most was not financial reward or public recognition, but progress.
There is some comfort in knowing that employees are motivated by the same thing managers are and in many ways it confirms the strong link between happiness and productivity; we all like to feel useful. Of course, you don’t need to be an expert to understand why happier employees are more productive employees, but perhaps we all need to take a bit of extra time to do what we can to make our employees happy when they come to work and not just when they leave.
You will find many more stories about what happiness and productivity and success and leadership mean in our ever-changing work and lives in this week’s new Happiness At Work edition #94 collection.
I hope you find things here to use and enjoy.