Happiness At Work #117 ~ Positivity & Overcoming Self-Doubt

“We would accomplish many more things if we did not think of them as impossible.”

I happened to notice this Forbes Thought For The Day on Tuesday 18th November by French statesman and defender of Louis XVI, C. Malesherbes, and it chimed with many of the articles I have been reading this week.

Most especially it connected me with the video I watched of an interview with Oprah Winfrey by a Stanford student.  I heard much in this to be inspired and motivated and emboldened by, and so I am making this this week’s lead story and keynote to this week’s self-mastery theme around building our self-confidence and self-belief and self-determination as the heart and engine room for our happiness and highest aspirations.

Oprah Winfrey on Career, Life and Leadership

During a student-led interview at Stanford Graduate School of Business, Oprah Winfrey shares seminal moments of her career journey and the importance of listening to your instincts. Winfrey also offers advice to students on how to find their calling:

“Align your personality with your purpose, and no one can touch you.”

Here are some of the words from Oprah Winfrey that stood out especially for me, and might perhaps resonate for you too…

During this interview Oprah tells stories from her career that end with her thinking: ‘I will never do this again.”

“I started listening to what felt like the truth for me…From the very first instant I have listened to my instinct and stayed attuned to what felt like the right truth for me… If I fail I will find out what the next thing is for me.”
On how you navigate on paths when you feel alone…
“I am often the only woman in a room of white men and I love it…
When I have to do something especially demanding, I call on those that come before me, especially those women who have forged a path that has helped to get me here, and so when I walk in, I never walk in as just myself and I have all that energy with me.  And I love it.
If you wrote a book on women and leadership what would you call it?
“Step Up and Into Yourself
You can only change the world if you know yourself.  You have to take the time to know who you are and what you want your contribution to he planet to be…Mine is to raise consciousness….  You cannot fulfil your purpose unless you know how to listen to your own inner voice.  Every time I got into trouble it was when I overrode my instincts with my head.
For every action there is an equal and opposite reaction‘ is my religion.  And the intention propels the action and decides what the reaction, result or consequence will be.
What are the qualities of your leadership that works in so many areas?

“My leadership is fuelled by my being and it works the same in all areas.  It comes from my passion, because that’s just my nature – it comes from my need to understand and to be understood, and it comes from my desire to connect…I keep grounded in myself…I work at staying awake.

What is your spiritual practice?  What do you do to take care of yourself? What do you do to keep yourself centred?

Everybody wants to fulfil the highest truest realisation of yourself as a human being…

I have interviewed more than 30,000 people.  At the end of every interview, from the murderer to Beyonce’, everybody asks ‘Was that ok?’.  Everybody wants to know ‘did you hear me?, did you see me? and did what I said mean anything to you?’.  Every human being is looking to confirm ‘are you fully here with me, or are you distracted?’

The success I have is because I pay attention.  When you’re at home with yourself…you have unlimited power.

I am here to connect people to ideas and stories so that they can see themselves and live better lives.

How do you strike a balance between emotion and logic – especially when you’re giving?

“You need both.  At the beginning I was purely emotional and I made a lot of mistakes…

You first have to change the way a person thinks and sees themselves.  So you’ve got to first create a sense of aspiration, a sense of hopefulness so a person can begin to even have a vision for a better life.  And if you can’t connect to that then you lose and they lose.

You have to decide how you are going to use your money, your talent, your time so that it’s going to serve you first, because if it doesn’t help you to be filled up, you get depleted and you can’t keep doing it.  So my decisions now are emotional and logical…

You don’t have anything to give that you don’t have, so you have to keep yourself full…

I say to my daughters, the number one thing you have to do is to figure out where your power base is, and to work on the alignment between your personality, the gift you have to give, and your real reason for why you’re here.  And to fill yourself up, and to keep yourself full.

I used to be afraid of that, particularly when people would say ‘oh she’s so full of herself.’  Now I embrace it, I consider it a compliment to be considered full of myself because only when you’re full to overflowing and not afraid of honouring yourself, and have the ability to honour yourself do you he ability to offer yourself, your full expression of who you are to the rest of the world.

After 26 years making her show Oprah said

“Gratitude is the single greatest treasure I will take with me from this experience.”

Is there anything left that you’re scared to try?

No, but I know what my lane is.  I know what my calling is, I know what I’m here to do.  But I still haven’t done what I’m here to do, I haven’t yet hit my supreme moment of destiny.

Resilience and post traumatic growth

Watching people step out of tragedies and define triumph for themselves, those are the people who have shaped me and made me a better person.

Call to action for us all

Align your personality with your purpose and no one can touch you.

You real job is to find out what you are here to do…

Every body has a stage.

What’s your stage?  Use it.

How can you start and keep living the highest fullest truest version of yourself?

What would you say to your younger self?

What everyone would say, in one form or another: ‘relax – its going to be okay’

Know that your life is not defined by any one moment.  The way to get through a challenge is to be still and ask ‘what is the next right move?’  And then from that space make the next right move, and then the next right move.

(One stitch at a time)

Link to read an article with more insights from this interview

See also Oprah Winfrey’s current interview show Super Soul Sunday which can be a streamed – interviews with thought leaders around he world and asking the questions that really matter…

The 3 Entrepreneurial Traits Kids Should Learn for a Successful Life

Sharing the values of entrepreneurship with your children can be a great way to teach them some very important character tools they’ll need and use for a lifetime ahead. Here are three character traits that entrepreneurship will help instill in your children and how to teach them.

These are, suggests Matthew TorenSelf-Confidence, Durability and Creativity and here is what he has to tell us about the first of these…

1. Self-confidence

A belief in yourself and your ability to get through life’s challenges is the building block of adult success and a huge component to children’s healthy growth into adolescence and young adulthood.

According to Jennifer Crocker, a psychologist at the University of Michigan Institute for Social Research, kids with a strong sense of self through internal motivation develop into adolescents who are less likely to engage in dangerous social activities such as drugs and alcohol and perform better in school.

Entrepreneurship embodies self-confidence based on your own internal motivating factors better than perhaps any other activity. It taught me the importance of believing in my ideas and believing in my ability to find solutions. It taught me how crucial good and honest relationships are. Those are values I want my children to have and that you can teach your kids, too.

How? When you foster entrepreneurship in your kids, you have to let them make decisions and support them through those choices. Even when you know they may not be the right decisions from your adult perspective, allow your kids to think up their own ideas and start to take the steps to see them through.

If you child wants to start a lemonade stand or paper route, work with them as a parental partner, but not necessarily as an authority figure.

When you give your kids the space to learn and make decisions, it increases their confidence in themselves and in their own decision-making. They already know you know the answers, encourage them to find their own that don’t involve you making the choices for them when and where it’s appropriate.

When my kids ask me questions I like to challenge them by asking right back, “I’m not sure, what do you think?” This encourages them to think through problems, builds their own sense of self and develops their voice.

Link to read the rest of this article and how to teach durability and creativity

How To Overcome Self-Doubt

by Tony Farhkry

“Our doubts are traitors and make us lose the good we oft might win by fearing to attempt.” – William Shakespeare

Taming the monkey mind

You cannot remove doubt any more than trying to eliminate negative thoughts. Doubts are woven into our psyche during childhood as we learned to integrate into our surroundings. Similarly what begins as the voice of reason echoed through loved ones, soon becomes the doubtful inner critic given the passage of time.

Did you know that by the time you reach adulthood, you would have heard the word ‘NO’ repeated 50,000 times throughout your life? In contrast the word ‘YES’ is only heard 7,000 times. It is no wonder doubt manages to weave its way into our minds with such intensity.

We are notorious for falsifying tales about ourselves. Doubt is one such story often repeated through adulthood. Whilst it is healthy to entertain doubt from time to time, being at the mercy of the debilitating thought is not conducive toward living a fulfilling life.

In a similar vein, doubt can become self-deprecating while wreaking havoc with your personal confidence if left unchecked.

“Willpower is the key to success. Successful people strive no matter what they feel by applying their will to overcome apathy, doubt or fear.” – Dan Millman

Feeding the doubt

Self-doubt requires examination if it prevents you from living an enriching life.

Some people are quite content to shy away from honouring their highest potential. They conceal their emotions deep within, hoping they will miraculously vanish.

Unfortunately as time passes by, the buried emotions may resurface in the form of illness, destructive relationships, addiction to substances or unhelpful behaviour, etc.

In his book Spontaneous Evolution, author Bruce Lipton states that 95% of our behaviour is controlled by our subconscious mind. In many ways our behaviour is reflected in the blind decisions we make every day without a moment’s consideration. Reflect on how much of your daily life’s decisions are automated – that is devoid of conscious intent?

In another example, author Michael S. Gazzaniga further illuminates this point in his book, Who’s In Charge: Free Will and The Science of The Brain. As a neuroscientist investigating split brain personality, he offers the following observation about the choices we make, “Your interpreter module accounts for as much of your behaviour as it can incorporate and it denies or rationalises the rest.”

Overcoming the inner critic

Overcoming self-doubt requires taking affirmative action while being attentive to the inner critic – that is, you choose to take action in spite of the doubt.

In a recent documentary highlighting the sport of accelerated free falling, the jumper was asked by a reporter if he entertained fear prior to his jumps. He reassured the reporter that fear was present during every jump and served to remind him of the inherent dangers associated with the sport. He managed fear by choosing to turn down the volume on it so as not to overwhelm him.

Take a moment to consider the spectrum of doubt inherent in your life. What tools or resources do you frequently call upon to navigate self-doubt when it emerges? It should be stated that doubt is merely a self-imposed speed bump in your life’s journey. As you know speed bumps are intended to slow you down, not halt your progress.

If self-doubt is wreaking havoc in your life, you may wish to reconnect with your vision or purpose. Your vision cannot be blocked by obstacles.

Attributing self-blame in relation to past failures leads to more of the same destructive thoughts. Instead, choose affirmative action with respect to your goals and attend to your doubts with self-compassion. It is your responsibility to reconcile them in a peaceful manner free of guilt.

You’ve heard it said that it isn’t the goal that fuels our desire. It is the journey towards whom we become that ignites our passion and sustains us in attaining inner victory.

Remember, your journey towards inner peace and fulfillment is lined with many detours. Embrace your challenges with attentiveness and enthusiasm.

Link to read the original article

Science-based strategies for using positivity to feel better by Jonathan Fader

1. Look through your camera roll and select pictures, such as that of a pet, children or friends that trigger a joy response. Once you have settled on a picture, name a few reasons why looking at the picture brings you joy. Does it remind you of a funny experience or remind you of a source of happiness and nurture? Studies indicate that thinking about previous events and the actual sensory experience which made you happy in the past will bring those same emotions to the present, immediately increasing your mood. What I also love about this tip is that it’s also customized: those photos of your kids or your dog resonate most with you because it’s something real drawn from your life and nobody else’s

2. Start your day off with a positive self-statement based on fact. This is a tip drawn from my experience as a sport psychologist—instructional and motivational self-talk have been linked  to enhanced athletics performance—but the concept can be applied equally well to all situations. The underlying truth, that what we think influences our actions and emotions, is universal.

Note that I say “based on fact” for a reason. If you start your day by saying, “I’m the perfect parent, no exceptions!” – well, it may be true, but if you’re in a bad mood, odds are that you won’t believe yourself. A better example of effective self-talk is “I am an excellent parent because I brought my daughter to the park after school and saw how happy she was.” The more specific the statement, the better the chance that you will actually believe it—and the better the chance that it can actually help you.

3. Compliment three people every day. By complimenting others you may also gain new friends and newfound confidence. A study  had college freshmen give three compliments a day for twenty days to see how it affected them. After this was completed, the subjects reported higher levels of self-confidence that resulted in an increased sense of belonging. The study believed that this was due to the fact that compliments are often reciprocated. So by complimenting others, you can induce a cycle of happiness.

Link to read the original Psychology Today article

The Skill of Self-Confidence (Dr. Ivan Joseph)

In this inspiring TEDTalk, athletics coach Ivan Joseph reminds us of the power and necessity of praise and  positive feedback to build our courage, risk taking and self-confidence – further endorsement of the potency and worth of Appreciative Inquiry, or deliberately recognising and learning from what is already working best.

As the Athletic Director and head coach of the Varsity Soccer team at Ryerson University, Dr. Joseph is often asked what skills he is searching for as a recruiter: is it Speed? Strength? Agility?  In this TEDx Talk, he explores self confidence and how it is not just the most important skill in athletics, but in our lives.

The easiest ways to build self-confidence: repetition, repetition, repetition…

Or maybe the word should be persistence: do what you want to do and do not accept failure as a reason to stop you.

The other way is through self-talk…We all have this negative self-talk that goes on in our head.  With so many people ready to tell us what we cannot do, why do we want to add to it?…  We know that our thoughts influence our actions… We need to get our own self-affirmations…There need to be quiet moments with ourself when we reaffirm “I am the captain of my ship and the master of my fate.”… If I don’t believe it, who else can?

How do you build self-confidence?  Get away from the people who will tear you down…

How to Change Your Self-Perception to Leverage Your Hidden Strengths

by Eric Ravenscraft

Our self-perceptions are often instilled in us before we have a say in them. Learning to change how we see ourselves helps us find our hidden strengths, or improve weaknesses we didn’t know we had, to get along better in life.

Accurate self-perception is a necessary component of self-improvement. If you don’t know where your strengths or weaknesses lie, you don’t know what areas you need to work on. Or how to leverage your assets! Self-perception is simply being aware of who you are, what you’re like, and what you’re capable of. Your self-perception goes beyond positive self-esteem, though. It may involve acknowledging your shortcomings (“I suck at playing the violin, and that’s okay”), adjusting how you view your skills, (“This skill I thought was boring is actually useful and neat!”), or recognizing your problem areas (“I’m not as hard working as I like to think”).

Adjusting your self-perception comes down to being honest with yourself. Recognizing your weak points helps you identify when you need to ask for help. Acknowledging your strengths can give you the courage to assert yourself even when you don’t feel like you deserve to. What you do with the knowledge is a whole different can of worms, but here’s how to adjust when your perception doesn’t line up with your reality.

Prep Work: Identify Your Own Self-Image Fallacies

Often, we have self-perception problems because our emotions or misconceptions lead us to false conclusions. Anyone who’s ever argued on the internet for more than a minute knows how easily logical fallacies can sneak in. When those leaps in logic face inward, though, they can alter how we perceive ourselves. For example:

  • “I screwed up, so I am a screw up.” This all-or-nothing mentality lends itself to low self-esteem, but it’s a false correlation. We’re good at dwelling on our mistakes, but bad at remembering when we got it right. The negative doesn’t eliminate the positive.
  • “I’m not good at this yet, so I never will be.” Everyone sucks at everything until they don’t anymore. Failing a hundred times at something is discouraging, but it’s incorrect to assume that those failures mean you’re not good enough. In fact, those failures are how you get better.
  • “Someone doesn’t like me, so no one likes me.” People who like or approve of us may not say it as often as someone with a grudge, so it’s easier to focus on the negative.
  • “I’ve never had any complaints, so I must be good.”Unfortunately, those closest to us may not always be the most objective reviewers of our talents. Until your skills have been put to the test in an arena free of bias (like the workplace or public performances), a lack of complaints doesn’t prove talent.

You’ll probably never be completely free of internal logical fallacies. However, identifying when you’re making a logical leap can kickstart the process to learning the truth. From there, you can start making the necessary changes.

Step One: Perform a Self-Assessment

The first step in fixing your perception of yourself is to identify how you see yourself. One way to get started is a technique from cognitive behavioral therapy (or CBT) programs. Psych Central recommendswriting ten of your strengths on one side of a paper, and ten weaknesses on the other. This exercise forces you to take an honest look at yourself:

This is your Self-Esteem Inventory. It lets you know all the things you already tell yourself about how much you suck, as well as showing you that there are just as many things you don’t suck at. Some of the weaknesses you may also be able to change, if only you worked at them, one at a time, over the course of a month or even a year. Remember, nobody changes things overnight, so don’t set an unrealistic expectation that you can change anything in just a week’s time.

You may need to seek outside input from others if you can’t come up with ten for both sides. Once you’re done, keep the list because it will come in handy for the next thing you can do.

Step Two: Seek Outside Input (and Listen to It)

Outside input has the ability to either validate or negate how we perceive ourselves. If you think you’re not that great of a singer, but the crowd at karaoke disagrees, you might start to change your opinion. For that reason, if you really want to adjust your self perception, seeking outside input is absolutely necessary.

Author Scott H. Young offers some tips on how to get honest feedback. As it turns out, not everyone is completely forthright when you ask for an opinion (often for good reasons). Depending on the topic, you may need to coax out the full answer, or explain that it’s okay to be honest:

  • Read Between Lines. Look for what they didn’t say, not what they did. I’ll admit this can take practice, but when you receive feedback where you question the sincerity, notice what wasn’t said. If you wrote a how-to book, did they actually use the advice? If you gave a persuasive speech did they enjoy it or did it change their opinion?
  • Pull Out Gradual Honesty. Some people need encouragement to give you their honest opinion. Make it clear that you are okay with the harshest of their remarks and give them an opportunity to reveal more.

You can check out Scott’s post here for more specific tips. Most importantly, though: once you get feedback, listen to it. One of the most common mistakes we make when getting input from others is filtering out the stuff we don’t like. I can totally play the guitar, they’re just jealous, right? Nope. You asked for feedback, now accept it. If it’s true, you’ll probably hear it from more than one person. Be prepared to accept that the feedback you get is at least somewhat true, even if it’s uncomfortable.

Step 3: Challenge Yourself and Step Outside Your Comfort Zone

Of course, feedback from others is only one way to find out what you’re capable of. There is a faster, more effective way, too: doing it. You may not think that you’re good enough to get a job as an actor. However, nothing will prove you wrong faster than getting hired.

Of course, that doesn’t mean that someone with asthma and high blood pressure should join the Army on nothing but a wish (unless your name is Steve Rogers). But having a realistic approach to what you can do, coupled with some optimism that things could work out alright, can be a key to making it happen. One psychological researcher named Sophia Chou at the National Taiwan University examined this concept of the realistic optimist. To put it simply, people who understood the risks but chose to be hopeful about the outcome not only performed better, but were happier:

Interestingly, the realistic optimists also got better grades, on average, than their less grounded peers — probably because they didn’t delude themselves into thinking they would do well without studying or working hard, Chou said.

Traditionally, a more realistic outlook is paired with poorer well-being and greater depression, yet the realistic optimists managed to be happy.

As Chou explains, people who evaluate their situation, but still challenge themselves anyway find that they’re better equipped to handle those challenges. The result is a more successful outcome due to their preparation, but also an increase in satisfaction due to their moderate expectations.

Step 4: Emulate the Habits of Others

How you perceive yourself may affect how you behave, but the relationship also works in reverse. We’ve discussed before how something simple like faking powerful body language can help you feel more confident. This concept works fairly broadly. If you think you’re too cynical, try being intentionally optimistic on social media. If you start deliberately hunting for the good in something, you may find it.

As The Guardian explains, our perceptions of our self and our relationships can be manipulated by things as simple as having a cell phone out at dinner. Putting the device away may make us feel as though we’re more “in the moment” and strengthen the bonds we have with others. That means (somewhat ironically, in fact) that if your perception of yourself doesn’t line up with reality, changing your external habits can influence how you perceive yourself:

It’s weird enough that a phone on the next table at a restaurant might reduce the chances of two people hitting it off on a date. But the Swedish study points towards something weirder: not just that we’re subconsciously influenced by our environments, but that we infer our very sense of who we are from our behaviour. Normally, we assume things work the other way: that a person who thinks of herself as compassionate will therefore act compassionately. But “self-perception theory” proposes that the opposite’s also true: we observe our behaviour, then reach conclusions about who we are. “After purchasing the latte, we assume that we are coffee connoisseurs,” as the psychologist Timothy Wilson writes on edge.org. After returning the lost wallet, we conclude that we’re honest. In reality, many pressures shape our behaviour – maybe, Wilson writes, we “returned the wallet in order to impress the people around us”. But we conclude “that our behaviour emanated from some inner disposition”. Or we’re tricked into believing we answered a survey favouring one side of the Israeli-Palestinian conflict – and assume that must be our view.

In practice, this can be something as simple as getting a new wardrobe, or starting a new habit. Say, for example that you don’t feel very confident. Try working out. Get a piece of clothing that you think makes you look cool and start wearing it. Learn how to enter a room with confidence. The more you walk in the habits of confidence people, the more you’ll start to feel confident yourself.

Our perceptions of ourselves will probably never be perfect (and a little self-delusion can sometimes help). However, many of us go years without fulfilling our potential or trying new things because we simply don’t perceive ourselves as able. Or worse, we live with flaws because it never occurs to us that they’re problematic. If you don’t think you can go after your dream job, you’re worried you can’t attract that person you’re really into, or you simply lack confidence, the problem might not be your situation, but just your perception. Your ideas about yourself determine the course of your life, so don’t leave them to chance.

Link to read the original Lifehacker article

see also: Parker J. Palmer – What is a Divided Life?

“There are pieces of ourself that we don’t dare bring into the world for fear that something bad is going to happen to us.  So we try to get by, we try to pass, we try to play a role that’s acceptable.  But then there comes a point in life where that divided life, that gap between who we really are and the face we put on to the larger world

Do you want to show up in the world with more of your true values and gifts, connecting with others in authentic ways?

In this short introduction to the vision of the Courage & Renewal approach, Parker J. Palmer, talks about how as human beings we are born whole, integral, with no distinction between what’s going on inside of us and what’s going on outside. As adults we may ask, “Whatever happened to me? How did I lose that capacity to be here as I really am?”

We have to find a way to build a bridge between our identity and integrity as adults and the work that we do in the world.

see also: Parker Palmer on Power and Powerlessness

Parker Palmer is interviewed about the power of the human heart.

How Guessing Helps You To Learn, Even If You Guess Wrong

Things To Remember To Overcome Low Self-Esteem

Whether you’re going through a low self-esteem phase in your life, or you just occasionally feel bad about yourself, it’s important to have some mental tools to help you recalibrate your thoughts so you can live with confidence and joy.

Here are 25 things to remember when you have low self-esteem…

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This week’s top practical tips and techniques

Here is this week’s toolbox of the practical techniques that have especially caught our attention this week…

9 Moments the Happiest People Have Every Day

by Dave Kerpen

Here is great new Daily To Do List to maximise your happiness at work and, as a result, your productivity and performance success too…

  1. Make a moment of laughter…
  2. Make a moment of celebration…
  3. Make a moment of reflection…
  4. Make a moment of stillness…
  5. Make a moment of pride…
  6. Make a moment of humility…
  7. Make a moment of connection…
  8. Make a moment of joy…
  9. Make a moment of gratitude…

The Secret To Loving Your Work

Five simple questions, all taken from my just released book Screw Finding Your Passion: It’s Within You, Let’s Unlock It by Susanna Halonen

5 Questions to Lead You to Loving Your Work

1. How is the work you’re doing, or the company you’re working for, aligned with who you are?
Think about how your values and beliefs are aligned with the work you’re doing or the company you’re working for. Explore what attracted you to take the job in the first place. Really make sure you come up with some concrete answers on this one as this is the critical foundation for you learning to love your work. And I’m not taking “Nothing at my work is aligned with who I am”, as an answer. I want a list of at least five things. I guarantee you that you can find them if you look for them.

2. What is the positive impact you’re creating with the work you do, or by being a part of this company?
Connect with the why behind your job (or your company). What kind of positive impact are you creating when you’re with your colleagues, or working with suppliers, or providing something to the end customer? Acknowledge that you’re a small but powerful piece in the bigger wheel which drives the world forward. Whatever you are doing right now is having an effect on someone in a good way (otherwise why would you be doing it?). Connect with that why and you’ll create a meaningful bond with your job that will be hard to break.

3. How is your work helping you to learn and grow as a person daily?
You don’t need to be in a training workshop to learn and grow (though they do help, especially the Happyologist workshops ;). With every challenge, with every human interaction and with every email send you can learn something new – if you choose to do so. Life is the best teacher of all but only if you actually make time to reflect and digest the learning. Do this at work regularly and you’ll realise how much you’re learning whilst coming up with new ideas on how you could keep learning even more.

4. Who are the people in your work that you connect with in a way that they form a part of your tribe?
Having friends at work is one of the key drivers of engagement in the workplace so make sure you make some friends if you haven’t got any. This doesn’t mean you have to force it. This is about getting to know your colleagues on a personal level. Who are they outside work? What do they like to do? What kind of holidays do they like to go on? You might find similarities that you didn’t even know existed and these similarities will help you create connections with your coworkers. Are you a self-employed entrepreneur without a team? Go out there and find other entrepreneurs who are looking for fun, ambitious people to brainstorm with – or simple have a drink with them. Our relationships are a key driver of our passion, happiness and fulfilment so making sure that these relationships exist through our work makes it easier for us to love what we do.

5. How do you use your natural strengths in a variety of ways in your work daily?
Become more aware of how you are using your best, natural abilities at work in different ways. Own up to what you’re good at and play with these strengths in new ways to challenge yourself and to keep your days exciting. Make time to do what you do best daily and you’ll not only perform better but also enjoy your work more – and even learn to love it!

10 Books on Happiness at Work

Unhappy employees spend only 40% of their time on task, according to research from iOpener. This means that unhappy employees are only working two days a week. Besides slowing down production and innovation, unhappy employees are sharing their negative perceptions with the rest of your workforce and consequently spreading discontent. No one enjoys working with a “Debbie Downer.” More importantly, no one enjoys being a “Debbie Downer.”

Building good will, showing genuine care and valuing employees should be a priority at every organization. Employees are responsible for their own happiness, but this does not preclude organizations from providing the tools, resources and culture that will inspire more joy at work. With that in mind, we have compiled a list of 10 books that offer advice, strategies and tips to help managers and employees improve workplace happiness.

7 Simple and Actionable Ways to Be Happier At Work

  1. Work On Improving Yourself…
  2. Think More Than You Work…
  3. Take Advantage of Benefits…
  4. Celebrate Together…
  5. Take Frequent Breaks To Avoid Burnout…
  6. Give Your Time To Help Others, Even When You’re Busy…
  7. Become Happier By Finding A New Best Friend…
  8. Bonus Tip:  WellnessIs Important – Get Some Exercise…

Are You a Great Listener?

by 

If we were supposed to talk more than we listen, we would have two tongues and one ear. Mark Twain.

To succeed in today’s business world, we must be proactive, skilled listeners. Leaders who make themselves accessible for conversation and listen regularly are well informed of the goings on in their workplaces. They better understand others’ opinions and attitudes and are able to take this information into consideration when making decisions.

There are other benefits to listening well. One is demonstrating care. Effective listening conveys a sense that the we are interested in the person we are with, their thoughts, opinions and concerns. A leader also builds stronger commitment within others when people feel that she cares about them personally as well as in how they fit within the organisation.

Here’s what we can do to become better listeners and gain the feedback, confidence, support and buy-in that we seek…

  • See eye to eye…
  • Use receptive body language…
  • Stop talking and start listening…
  • Humbly take on their point of view…
  • Summarise and clarify…
  • Leave the door open…
  • Thank them for approaching you…
  • Create a listening culture…

Coaching models explored: VISTA

by Tim Hawkes

Here is a great practical framework for making a coaching conversation that both keeps the other person actively in their own driver’s seat, and at the same time moves the thinking from creative thinking through reality checking and into next steps action…

V – Visualisation: The client should build a clear mental picture of the subject of the conversation, whether that be the solution to a problem, a goal to be reached, a decision to be made; whatever is relevant.

I – Insight: The client is invited to explore the causes or the purpose of what has drawn them to seek coaching.

S – Self-Awareness: At this point the client should be asked to recognise what their contribution to the issue might be. For instance, in the case of a problem, were they in fact contributory to the problem having arisen?

T – Thinking: This is the point of the conversation during which the self-exploration turns towards finding a solution. An exploration of how much they already know about how to find and implement a resolution.

A – Action: Once the client has recognised that they may have one or more possible avenues to explore in order to take themselves in the direction of the visualised result, the coach invites them to define steps and timetables to achieve the stated goal, thus putting the matter firmly in the hands of the client, and giving the coach a means by which they can hold the client accountable should that become necessary.

As models go, I rather like this one. It’s elegant, and it encourages the client to focus on themselves and their own ability to recognise and deal with issues. It doesn’t shrink from having the client accept responsibility not merely for the fix, but also for whatever lies at the root of the matter.

Debunking 7 Common Public Speaking Tips That Do More Harm Than Good

A set of terrific tips for making your presentations great from Gary Genard that remedy some of the worst guidelines that have taken a toxic hold of public speaking guidelines…

7. PowerPoint Prescriptions

You’ve probably heard this advice before: Use no more than 10 slides in a PowerPoint presentation. Don’t go longer than 20 minutes. No slide should have more than six bullet points. Use only six words per bullet point.

Dizzy yet?

Instead of these ironclad rules, here’s what you should remember: Every time you speak, you need to tell a story. PowerPoint is a tool that can help you tell that story—but only if you use it as a visual tool and not a literary one…

6. Memorise Your Presentation So That Nothing Can Wrong

Everything will go wrong if you follow this advice! Your audience is hoping for a speaker who can share something you all have an interest in. For any talk to be interesting, the speaker needs to be fully present in the moment—not trying to retrieve information that was memorised in the past.

Write down key words and phrases to remind yourself what comes next in the talk you’ve outlined. Memorisation—which of course can fail—is a high wire act without a net.

5. Look At One Person for Each Sentence

Here’s another artificial prescription for public speaking effectiveness. The one-person-for-one-sentence rule is simply too rigid and metronomic for a speech or presentation.

That’s because we write in sentences, but we speak in ideas. An idea may take three sentences to express; or a single sentence may encompass three ideas. Just remember to include your entire audience at one time or another in your eye contact. That’s the simple and natural solution to connecting with everyone.

4. Start Out with A Joke

I once conducted group training in presentation skills for 11 vice presidents of a leading manufacturer. As part of the workshop, each executive gave a 10-minute videotaped presentation, and then received instructor and peer feedback. One of the participants told a 3 ½-minute joke at the start of his talk which, believe me, had nothing to do with his topic.

What was wrong with this? First, taking up a third of your presentation time with a joke is not a good idea. Worse is the fact that the joke was unrelated to his subject. When I asked why he’d made this choice, he said he once took a public speaking class and was told to always start out with a joke.

But jokes are dangerous. If you want to get an audience on your side, use some gentle humor and always be sure it’s related to what you’re there to talk about. A joke with a failed punch line will make you look foolish, which of course is a terrible way to launch your presentation.

3. Don’t Greet Your Audience

Some public speaking trainers suggest that you dispense with any sort of greeting. “Good morning,” “It’s nice to be here with you today,” and similar pleasantries should be banned in favor of a power opening that hits the audience immediately.

Banishing a greeting from your talk, however, is a mistake. Your greeting is the segment of your speech where you first connect with listeners. It’s the moment when you talk to people with nothing else—i.e., your topic—between you and them. It’s also when you express your personal pleasure at being there. Most important, it’s when you let the audience know you’re a trustworthy speaker because you have their interests at heart.

So say hello and indicate you’re pleased to be speaking . . . then give them that grabber that you know will seal the deal and open up their ears and their hearts.

2. Tell Them If You’re Nervous So They’ll Be On Your Side

Speakers sometimes think they can disarm an audience by announcing their nervousness before anyone notices it. But the even better news is they may not see it at all.

Most nervousness isn’t visible because it’s an internal state. When you tell people you’re nervous appearing in front of them, chances are they’ll look for signs of it from that point on. Why undermine your own credibility?

1. Imagine The Audience Naked Or In Their Underwear 

This, of course, has been touted as a “cure” for speech anxiety since time immemorial. But was there ever such a ridiculous and counter-productive solution to public speaking fear?

Maybe you think differently from the way I do, but mentally undressing audience members isn’t going to do much to improve my focus and mindfulness. Instead, remind yourself that the people in this audience are the same ones you talk to effortlessly and without any self-consciousness in personal conversations. Speaking to them as a group is simply a wonderfully efficient way to get your message across to as many of them as possible.

So the next time you’re chatting with a friend on the street and someone taps you on the shoulder to offer public speaking advice, refer to the list above. You’ll be doing the world of your listeners a genuine service.

Happiness At Work edition #117

As usual, all of these articles are collected together in this week’s Happiness At Work collection of articles and research news

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Worker Wellbeing and Wellbeing Performance ~ Dept. for Business Innovation & Skills Report, 2014

This communicative and richly informative report is well worth reading in its entirety, but here is a summary of its main findings in relation to the question:

Does Worker Wellbeing Affect Workplace Performance?

a report by Alex Bryson, John Forth and Lucy Stokes, NIESR (Department for Business Innovation and Skills)

published October 2014

an extract built from the Executive Summary

Employee wellbeing is increasingly a focus of government attention in the UK and elsewhere. It is viewed as a legitimate target of government policy in its own right, but there are also reasons to think that improvements in employees’ wellbeing may be conducive to economic growth.

This paper focuses on the the subjective wellbeing of employees and its potential impact on workplace and organisational performance.

As yet there is relatively little empirical evidence on the relationship between employees’ subjective wellbeing and workplace performance. This paper begins to fill that gap for Britain by carrying out a literature review and new empirical analyses.

Background

The term subjective wellbeing (SWB) is used to cover a number of different aspects of a person’s subjective mental state and has been defined by the OECD to include “all of the various evaluations, positive and negative, that people make of their lives, and the affective reactions of people to their experiences”.

For many years, policy makers focused on GDP growth as the best means of securing a better quality of life for citizens.  But governments and their advisers have recently turned their attention to other measures, including of individuals’ subjective wellbeing. One of the motivations has been research indicating that citizens in developed economies have not necessarily become ‘happier’ as a result of increased prosperity.

Aims and objectives

This study focuses on the links between employees’ subjective wellbeing at work and workplace performance. It sets out to address four questions:

• How do we measure and define wellbeing in the workplace?

• What employee and job characteristics influence wellbeing in the workplace?

• What employer practices have the greatest positive impact on wellbeing in the workplace?

• Is there any evidence to link employee wellbeing and business performance?

Our approach

The study consisted of three main substantive stages.

In the first stage of the study, we sought to develop a conceptual framework around SWB and its possible links to workplace performance.  Within this conceptual framework, we sought to describe the different approaches to the definition and measurement of SWB, drawing heavily on the existing psychological literature which points to its multi-dimensional nature.  The framework also considered the factors that affect employees’ levels of SWB at the workplace.  It then went on to consider the potential ways in which employees’ SWB might affect their job performance, and the likelihood that such effects will aggregate in such a way as to form a causal link between employees’ SWB and the overall performance of their workplace or firm.

The second stage of the study comprised a review of the existing research literature on the two broad questions of:

~ which employee characteristics, job characteristics and employer practices affect employees’ levels of SWB at work;

~ and whether employees’ SWB has a causal impact on individual or workplace performance.

The third and final stage of the study involved new empirical analysis of the links between employees’ SWB and workplace performance, based on the 2011 Workplace Employment Relations Survey (WERS).  These linked employer-employee data contain multiple measures of employees’ SWB and provide the basis for a robust investigation of the SWB-performance link in British workplaces.  Using various multivariate regression techniques we sought to isolate the independent relationship between SWB at the workplace and workplace performance.

Key findings and policy implications

How do we conceptualise and measure wellbeing in the workplace?

There are two broad – but complementary – approaches to the conceptualisation and measurement of SWB.

Hedonic approaches focus on the type of affective feelings that a person experiences (e.g. anxiety or contentment) and also on the adequacy of those feelings (e.g. whether the person is satisfied with a certain aspect of their life).

Hedonic approaches to SWB Hedonic approaches to SWB are focused on whether a person’s affective reactions or  feelings towards their job are either positive or negative. The term 'hedonic' (alt.  hedonistic) is used here to indicate that these approaches focus on the extent to which  work gives rise to positive or negative affect (pleasure or pain).

Hedonic approaches to SWB are focused on whether a person’s affective reactions or feelings towards their job are either positive or negative. The term ‘hedonic’ (alt. hedonistic) is used here to indicate that these approaches focus on the extent to which work gives rise to positive or negative affect (pleasure or pain). from Worker Wellbeing and Workplace Performance report

A second hedonic approach to SWB focuses on the adequacy of one’s affective feelings towards aspects of the job, asking (for example) how satisfied a person is with the work they do or the pay they have received (see column 2 of Table 1 below).

Feelings of satisfaction tend to be correlated with the pleasant-unpleasant dimension of job-related affect shown in Figure 1 above (see Weiss et al, 1999) and so there is some relation between the two hedonic approaches.  However, the important distinction in the ‘satisfaction-based’ approach to SWB is that it involves an implicit comparison with some alternative state (for example, the features of that job in a prior period, or the features of jobs held by other employees).

Whilst a focus on the type of job-related affect may therefore arguably give a more direct indication of an employee’s core feelings at work, a focus on job satisfaction can be particularly informative as it indicates how the employee evaluates those feelings.  Such evaluations may factor into the  employee’s decision making – for example whether to begin the search for an alternative job (see Green, 2010).

This is potentially significant, since attitudes are usually described as having three components: affective, cognitive and behavioural, which are reflected in feelings, beliefs and actions. For Warr, there is then an “action-tendency” embodied within the concept of job satisfaction that is not present in core affect.  In other words, one can expect job satisfaction to have a greater influence on an individual’s actions or behaviour.

In contrast to these hedonic approaches, the eudemonic approach to SWB focuses on the extent to which a person experiences feelings that are considered to demonstrate good mental
health (e.g. the extent to which they feel a sense of purpose).

The eudemonic approach therefore starts from the position – derived from psychological and philosophical literature – that some actions or personal states are more appropriate or worthwhile than others, and views SWB primarily in terms of self-actualisation and virtuous behaviour (psychological ‘flourishing’) rather than in terms of self-gratification.

The essential distinction from the hedonic approach can be illustrated by reference to an employee who, like a parent, may find their role stressful and be dissatisfied with its financial rewards, but who may nevertheless gain a strong sense of purpose from that role.

The three differing approaches to the concept of SWB illustrated side-by-side. from Worker Wellbeing and Workplace Performance report

The three differing approaches to the concept of SWB illustrated side-by-side.
from Worker Wellbeing and Workplace Performance report

Most research into employees’ SWB has adopted the hedonic approach, with job satisfaction being the most frequently studied aspect of job-related SWB. The study of job-related affect has a more recent history, but a growing body of empirical research investigates this dimension of SWB.  The eudemonic approach to SWB has been less frequently operationalised in organisational research. The term SWB is used hereafter as a catch-all for research in any of these three areas, although the focus of particular research studies is highlighted within the main body of the report.

What employee and job characteristics influence SWB in the workplace and what employer practices have the greatest effect?

An individual’s SWB at work is influenced both by their own characteristics, and those of the job and workplace in which they are employed (see Figure).

From a policy perspective, it is the features of the job and workplace (i.e. those on the right-hand side of the Figure) which are of most interest, as these are typically more amenable to policy influence.  Nevertheless, an understanding of the relationship between individual characteristics and SWB is also important, not least because these shape employees’
experiences of work.

An extensive literature discusses the characteristics of jobs which influence SWB at work, SWB tends to be higher when employees have:

autonomy over how they do their job and a measure of control in relation to the broader organisation, e.g. participation in decision-making;

variety in their work;

clarity over what is expected of them, including feedback on performance, e.g. via appraisals;

opportunities to use and develop their skills, e.g. via the provision of training;

supportive supervision;

positive interpersonal contact:, with both managers and co-workers, but also with
customers or the general public (where the job requires it);

• a perception of fairness in the workplace, both in terms of how the employee is treated themselves but also how their co-workers are treated, with disciplinary and grievance procedures being one way for employers to address this;

higher pay, although this relationship depends not only on the absolute level of pay but how this compares with pay of other workers;

physical security, including the safety of work practices, the adequacy of equipment and the pleasantness of the work environment;

• a sense of job security and clear career prospects;

• a perception of significance, both in terms of the significance that the job has for the worker, and the perceived value of the job to society.

SWB tends to be lower when the demands of the job are particularly high.  Job demands result not only from the amount or type of work, but also from any incompatibility with pressures from outside of work.

These relationships are fairly well-established in the existing literature.  Employers therefore have the potential to influence the SWB of their employees through changes in job design.

The picture has its complexities, however.  An employee’s SWB will reflect not only the actual characteristics of their job, but also the value which they place upon them.  In a similar way, individuals differ in their expectations; if an individual has lower expectations of their job, they may rate their job satisfaction more highly than someone who expects more from their work.  This has the implication that, in thinking about job and workplace changes that may raise SWB, employers and policy makers need to bear in mind that there may be differing effects for different employees.

Any analysis of the factors driving SWB at work therefore needs to take account of individual traits as well as job and workplace characteristics.

In addition, the relationships between the human resource practices adopted by a workplace and its employees’ SWB are not always clear-cut.  Practices may influence more than one aspect of an employee’s job, some of which act to improve SWB, and others which serve to reduce it.  There may also be different effects for different employees within a workplace, and different effects of policies from one employer to another.  For example:

• Practices which aim to give employees more involvement may raise autonomy, but may also increase the level of demands placed on them.

• Practices aimed at raising the SWB of one group of employees within a workplace may do so to the detriment of others (e.g. if they give rise to perceptions of unfair treatment amongst those who are not covered by the practice).

• Practices may have differing effects on SWB dependent on workplace characteristics (e.g. formal arrangements may be better received in larger workplaces than in smaller ones).

Much of the literature in this area relates to the impact of systems of human resource management (HRM) practices on SWB; here the evidence is inconclusive.  Evidence for the UK to date points to a positive correlation between HRM and the job-related anxiety measure of SWB, but also a positive, or at least neutral, impact on the job satisfaction measure of SWB.  However, it is clear that there is a case for more robust studies of the impact of employer practices on a range of aspects of SWB.

How can SWB affect workplace performance?

There is a considerable amount of evidence to indicate that there is a positive association (a correlation) between SWB and an employee’s job performance.  Moreover there is some evidence which indicates that higher levels of SWB may lead to (cause) higher levels of job performance in some circumstances.

The empirical literature indicates three causal mechanisms through which higher levels of SWB can bring about higher job performance.

The first is by affecting employees’ cognitive abilities and processes – enabling them to think more creatively and to be more effective at problem-solving.

The second is by affecting employees’ attitudes to work – raising their propensity to be co-operative and collaborative.

The third is by improving employees’ physiology and general health – improving their cardiovascular health and immunity, enabling speedier recovery from illness, and securing greater levels of energy and potentially effort.

There is not necessarily a straightforward link between an employee’s SWB and their job performance, however.  For example, raised levels of creativity and improved social interaction is only likely to generate better employee performance in jobs with a substantial degree of autonomy and those that involve team work or customer interaction.

In addition, it is possible that employee behaviours or work attitudes may be most heavily affected when levels of SWB are particularly high or particularly low.

There is a need for further examination of the links between SWB and employee performance in real world settings to address these issues.

There are also reasons to think that the relationship between SWB and job performance at the level of the employee may not necessarily be replicated at the level of the workplace. One reason is that low levels of SWB among a small number of workers may spill over to negatively affect levels of SWB (and thus levels of job performance) among the wider workforce.

Another relates to the differing contributions workers make to workplace output, because of variations in their ability and their span of control; the contribution of all workers may not matter equally for the performance of the workplace, and so it may matter who has high or low SWB.  Whilst there are some studies which do show a robust causal impact of employees’ SWB on the performance of the workplace or firm, the evidence is more limited at this level.

The review concludes that more research is needed at the level of the workplace or firm
in order to generalise beyond the small number of existing studies.

Findings from analysis of the 2011 Workplace Employment Relations Survey

Statistical analyses were conducted using the 2011 Workplace Employment Relations Study to explore the relationship between SWB and performance at workplace level, thereby contributing new evidence to the literature.

The level of employee SWB in the workplace was measured in terms of the two most studied aspects of SWB: job satisfaction and job-related affective feelings (WERS did not collect eudemonic measures of SWB).

WERS measures nine dimensions of job satisfaction (pay, sense of achievement, training receipt, job autonomy, skill development opportunities, job security, scope for initiative, involvement in decision-making and their satisfaction with the work itself).  It contained six indicators of job-related affect, covering the frequency with which the employee feels tense, depressed, worried, gloomy, uneasy and miserable.

Workplace performance was measured using the manager’s subjective assessment of the workplace’s performance relative to the industry average on three dimensions: financial performance, labour productivity and the quality of the output/service.  An additive scale formed from these three individual measures was used as a fourth measure of performance.

The analysis was carried out using data from workplaces that took part in the 2011 WERS (the cross-sectional analyses) and workplaces that took part in the 2004 WERS and were followed up in 2011 (the panel survey).  The cross-sectional analyses examined the extent to which a workplace’s performance in 2011 could be accounted for by the level of employee SWB at the workplace in 2011.  The panel analyses explored whether changes in workplace performance between 2004 and 2011 were linked to changes in the level of employee SWB at the workplace between those two years.  The panel survey also assessed whether the level of employee SWB in 2004 was predictive of workplace closure by 2011.

The analyses showed a clear, positive, statistically significant relationship between the average level of job satisfaction among employees at the workplace and workplace performance.

This finding was present in both the cross-sectional and panel analyses and was robust to various estimation methods and model specifications.

Employee job satisfaction was found to be positively associated with workplace financial performance, labour productivity and the quality of output and service.

Workplaces experiencing an improvement in job satisfaction – whether measured in terms of the average level of satisfaction in the workforce, or measured in terms of an increase in the proportion “very satisfied” or a reduction in the proportion “very dissatisfied” – also experience an improvement in performance.

By contrast, there was no association between job-related affect and workplace performance.

These findings are significant because this is the first such study for Britain.

Considering the findings in more detail, the results from the cross-sectional analyses can be summarised as follows:

The average level of job satisfaction among employees at the workplace was positively related to all four workplace performance measures.

Workplaces with “very satisfied” employees had higher labour productivity, higher quality of output, and higher overall performance.  Workplaces with “very dissatisfied” employees had lower financial performance and lower overall performance on the additive scale.

Non-pecuniary aspects of job satisfaction were positively correlated with overall workplace performance, the quality of output (and, less robustly, with labour productivity) whereas pay satisfaction was positively associated with workplace financial performance but not with other performance measures.

• Job-related affect was not correlated with workplace performance, regardless of the measure used.

The results from the panel analyses can be summarised as follows:

• Increasing overall average employee job satisfaction was associated with increases in all four workplace performance measures.

• Increasing average non-pecuniary job satisfaction was positively associated with changes in all four workplace performance measures.  Increasing pay satisfaction, on the other hand, shows varied associations with the performance measures, depending on the model specification, but it is never positively associated with performance measures.

Workplaces with rising job dissatisfaction experienced deterioration in all four performance measures, whereas workplaces with an increase in “very satisfied” employees experienced rising quality of output or service and an increase in the additive performance measure, but not financial performance or labour productivity.

• Changes in job-related affect were not associated with workplace performance, regardless of the measure used, although there was some evidence that an increase in employees reporting “ill-being” most or all of the time was associated with deteriorating quality of output or service and a decline in the additive performance scale, at least in some models.

These findings are consistent with the proposition that employers who are able to raise employees’ job satisfaction may see improvements in the performance of their workplace.  These improvements are apparent in profitability (financial performance), labour productivity and the quality of output or service.

Although we cannot state definitively that the link is causal, the findings are robust to tests for reverse causation and persist within workplaces over time, so that we can discount the possibility that the results are driven by fixed unobservable differences between workplaces. Thus the results are consistent with the causal relationship suggested by conceptual work in this area.

What are the implications of the study’s findings for policy makers and employers?

First, there is a prima facie case for employers to consider investing in the wellbeing of their employees on the basis of the likely performance benefits.

The study sets out a conceptual framework indicating the ways in which raising employees’ SWB may improve performance, and also presents evidence which is consistent with there being a causal relationship between the two. Specifically, if the average employer is able to raise their employees’ SWB, the theory and available evidence suggest that they are likely to see improvements in the performance of their workplace.

It should be noted, however, that the evidence of a causal link between the job-related affect measure of SWB and workplace performance is limited, and indeed the WERS analysis conducted here finds no such association. Thus there appears to be no clear case yet for employers to invest in that dimension of employee wellbeing – although equally we find no clear disadvantage to doing so.

Equally, there are likely to be routes to commercial success that employers can pursue without regard to employees’ SWB. We find no link between employees’ SWB and workplace closure probabilities, suggesting workplaces can continue to trade and, perhaps even prosper, whether employees’ SWB is high or low. Thus the “low road” may be a viable option for some employers, although we do find clear evidence that an increase in job dissatisfaction within a workplace is linked to deteriorating workplace performance.

There is, of course, also a rationale for promoting employee SWB based on benefits that go beyond the private returns to employers, since the wider society can benefit from citizens who are “happier”.  There are spillovers to employees’ family life, their participation in social activities and their consumption of government services (most obviously welfare services and health care).

A higher level of job-related SWB might then be considered a goal in itself – a point reflected in broader arguments about moving beyond purely economic measures such as GDP when considering levels of national progress.

Nevertheless, judging by the descriptive information presented in Appendix C of this report, most employees in Britain appear reasonably satisfied with most aspects of their jobs and they are not suffering in large numbers from particularly adverse SWB.  The percentages saying they are depressed or anxious most of the time are low.

As regards policy responses, it is apparent from the literature review that we do not yet fully understand what it is about jobs and the working environment that change employees’ SWB.  Some things we know quite a lot about.  For example, higher pay leads to higher job satisfaction, but even here the relationship is not linear, tailing off at higher pay levels.  The complexity of the job satisfaction concept is illustrated by the pay satisfaction literature which emphasises the importance not only of pay levels but also pay relativities.

Moreover, even if employers and policy makers were to promote certain policies or practices that, on average, engender greater employee SWB, this does not mean that this will lead to improved SWB everywhere or that, even if it did, this would translate into improved workplace performance for all. There is likely to be substantial heterogeneity across workplaces and employees such that different policies might work better for some employers than others.

Policy initiatives should therefore be carefully evaluated so that this heterogeneity can be better understood.

Summary and conclusions

It is generally accepted that success makes people happy, but we have argued that there are good reasons to expect that causality can run in the other direction, such that employees with higher SWB will perform at a higher level in their jobs and, moreover, that inducing higher SWB among employees has the potential to raise their performance. The possible mechanisms through which this effect might arise include positive effects of SWB on employees’ health, cognitive processes and attitudes to work tasks.

Link to the full report

Happiness At Work #116 ~ surviving the mid-point slump

What is it about the middle that seems to suck away at our happiness?

This week’s headline research news reports a mid-life slump in our happiness levels in the West, which then progressively rise again from the age of about 55 on through to the rest of our lives.  And in another research story looking at what really are the factors that contribute to high flying success for women leaders, Harvard Business School researchers point out a mid-career slump in optimism and ambition for women that is not experienced by their male counterparts.

Midlife crisis: Happiness Nose Dives As Westerners Hit Middle Age

Middle aged people suffer a huge decline in happiness, a new study has shown. The phenomenon discovered by the Lancet Global Health, however, only affects those living in the affluent West.

The study, which uses global survey data, found that western countries, including the UK and USA, experienced a dip in levels of life satisfaction between the ages of 45 and 55, with happiness levels rising again into old age.

The report used four years of Gallup World Poll data from more than 160 countries and covered more than 98 percent of the world’s population.

Professor Andrew Steptoe of University College London said that the reasons behind the dip were numerous and highly complex, but that there were potential explanations and many lessons to be learned.

Co-researcher Angus Deaton, of Princeton University, suggested that one reason for the dip in satisfaction could be the increased pressure to become financially successful during middle age.

“This is the period at which wage rates typically peak and is the best time to work and earn the most, even at the expense of present wellbeing, so as to have increased wealth and wellbeing later in life,”he said.

The results of the study further showed that levels of life satisfaction worldwide followed a predictable pattern depending on geographical location.

African countries experienced low levels of satisfaction, with sub-Saharan Africa facing prolonged and continually low results.

Other areas such as Eastern Europe and the former Soviet Union saw a steady decline in satisfaction with age.

Despite being the most affluent geographical sector, the West was the only region which saw levels increase after a decline. The increase of satisfaction appears to coincide with the common retirement age, suggesting that the decrease in pressure to earn could contribute to rising levels of happiness in the elderly.

This new research report is interesting for lots of reasons:

  • Firstly it uses data from four years of Gallup research and includes 98% of the world’s population and the fact that we can now develop intelligence drawn from the experience of most of humankind is in itself is worth noting.
  • Secondly it’s author, Angus Deaton, wonders whether the midlife happiness slump for 45-55 year old Westerners his study has uncovered may be partly due to a peak of felt responsibility to earn at this stage of life, and thus show a connection between earnings and happiness at work that is far less apparent for other age groups.
  • Thirdly, this study points up Westerners as the only the group who show an increase in our happiness levels after a decline.  The trend for African populations is to stay relatively low throughout their lives, and for Eastern Europeans to become less happier the older they get.  The capacity that Westerners have to become happier again from the age of 55 and to keep getting progressively happier right through into our eighties is both wonderfully encouraging and compelling evidence that our happiness is not a fixed state and is influenced as much by our attitude to life as it is to our current circumstances.
  • And finally, this study highlights – superbly and once again – that our happiness is a complex dynamic quality of life that cannot be nailed down to any one or two factors. I am always pleased when this point is recognised because the more we try and boil down happiness into something simple, fixed and finite the more useless and even potentially harmful it becomes to us.

Of extra interest is the tangential finding this report references from a different study that suggests we British folk are genetically predisposed told the glums because of a short form of the gene responsible for producing serotonin, the neurochemical responsible controlling for the brain’s happiness levels.  This contrasts with the Danes who seem to possess something closer to a happiness gene, and may perhaps help to explain why they routinely top the happiest country index.

Link to the original article

Where Age Equals Happiness

This article reports the same story and presents its data in graph form, noting…

In a study published yesterday in The Lancet, Deaton and researchers from University College London, Stony Brook University, and the University of Southern California put the U-shaped curve in context by looking at the relationship between age and well-being across four different groupings: wealthy English-speaking countries, eastern Europe and former members of the Soviet Union, sub-Saharan Africa, and Latin America and the Caribbean.

Looking at data from the Gallup World Poll, which measured well-being in different countries, and the English Longitudinal Study, they found that not all patterns of well-being are created equal. While the U.S. and similar nations did indeed stick to the U-shaped curve, elsewhere around the globe, the relationship between age and overall life satisfaction looked markedly different…

A generation from now, however, the relationship between age and wellbeing—across the board—will likely look different still.

Link to read the original article

Research: How Female CEOs Actually Get to the Top

by Sarah Dillard and Vanessa Lipschitz

Continuing the mid-point slump theme – this research emphasises the extra need for women to work in an organisation that will encourage and support her development, especially because most women report lowered ambitions in their mid careers, unlike the men who start with high ambitions and tend to maintain high expectations throughout their careers.  The research findings here challenge the advice being presented to potential women high flyers to hop-scotch their way up, company by company via high stake roles, and show instead that the majority of the (only!?!) 24 women who lead Fortune 500 companies have stayed a long time with the company they now head up, many starting in the lowliest of positions and working their way up.

Ambitious young women hoping to run a major business someday are often advised to take a particular career path: get an undergraduate degree from the most prestigious college you can, an MBA from a selective business school, then land a job at a top consulting firm or investment bank. From there, move between companies as you hopscotch your way into bigger roles and more responsibility.

That’s what we were told as undergraduates, and later on as students at the Harvard Business School and the Harvard Kennedy School. It’s what Meg Whitman did, more or less, and it’s what Sally Blount, dean of the Kellogg School of Management and the only woman running a top-ten business school, recently recommended: “If we want our best and brightest young women to become great leaders…we have to convince more of them that … they should be going for the big jobs,” which for her meant “the most competitive business tracks, like investment banking and management consulting.”

We decided to put our expensively honed analytic skills to work testing that advice by looking at the career paths of the 24 women who head Fortune 500 companies. What we found surprised us.

Most women running Fortune 500 companies did not immediately hop on a “competitive business track.” Only three had a job at a consulting firm or bank right out of college. A larger share of the female CEOs—over 20%—took jobs right out of school at the companies they now run.  These weren’t glamorous jobs.

All told, over 70 percent of the 24 CEOs spent more than ten years at the company they now run, becoming long-term insiders before becoming CEO.

Even those who weren’t promoted as long-term insiders often worked their way up a particular corporate ladder, advancing over decades at a single company and later making a lateral move into the CEO role at another company.

The consistent theme in the data is that steady focus wins the day. The median long stint for these women CEOs is 23 years spent at a single company in one stretch before becoming the CEO. To understand whether this was the norm, we pulled a random sample of their male Fortune 500 CEO counterparts. For the men in the sample, the median long stint is 15 years. This means that for women, the long climb is over 50% longer than for their male peers. Moreover, 71% of the female CEOs were promoted as long-term insiders versus only 48% of the male CEOs. This doesn’t leave a lot of time for hopscotch early in women’s careers.

An immediate implication of the long climb is that for ambitious young women, company culture matters a lot. If a common pattern is to spend multiple decades advancing in a single environment, that environment had better fuel female ambition rather than stifle it. A recent Bain survey shows that while women in entry-level jobs have ambition and confidence to reach top management in large companies that matches or exceeds that of men, at mid-career, men’s ambitions and confidence stay the same, while those of women drop dramatically. A company capable of maintaining the drive of its women as they progress in their careers is a better bet for a long stint than one that allows the more common diminishing trend to occur.

It may be that the playbook for advising young women with their sights set on leading large companies needs to be revised. Just as important, there is something inspiring for young women in the stories of these female CEOs: the notion that regardless of background, you can commit to a company, work hard, prove yourself in multiple roles, and ultimately ascend to top leadership. These female CEOs didn’t have to go to the best schools or get the most prestigious jobs.

But they did have to find a good place to climb.

Link to the original article

Podcast 01: Happiness At Work and Work Holidays

Huge congratulations to my friend and eLearning trainer colleague Pilar Orti on launching her new podcast series: 21st Century Work Life.

This very first episode includes some words I wrote about this subject, as well as Pilar’s own intelligent reflections on why happiness at work has come into importance and what this might mean for us.  The second part of this podcast is a virtual coffee conversation between Pilar and Lisette Sutherland.

So, I think the fact that we’re starting to talk about Happiness at Work now makes complete sense. It also shows that our attitude to work is changing. Happiness and work just wouldn’t go together before we talked about things like finding your passion, being fulfilled at work and generally, just knowing that work can be something we enjoy if we have the right conditions.

But also, now, many of us feel like we can be a bit more in control at work. Like we can find information when we need it, like we can connect to others when we want to, not when luck throws us in the same room together. Technology is having a really important effect in our lives by facilitating connections (with others, with information) that we never dreamed we could find. So no wonder that now, we feel like we can control our levels of happiness, to a certain degree. There is still much luck involved, but maybe, just maybe, there are small things we can do here and there to make this world a better, or dare I say happier, place.”

This was also the week that Anne-Marie Rodriguez launched her new radio talk show for urban jazz radio with me as one of her guests.  I loved doing this and will hope to bring you the podcast of the show in next week’s post.

Bit by bit, we are all becoming happiness at work experts together…

And here are some more of our favourite articles from this week’s new Happiness At Work edition #116 collection…

Why Does Happiness Matter?

by Mark Williamson, Action For Happiness

Happiness relates to how we feel, but it is more than just a passing mood.

We are emotional beings and experience a wide range of feelings on a daily basis. Negative emotions – such as fear and anger – help us to get away from danger or defend ourselves. And positive emotions – such as enjoyment and hope – help us to connect with others and build our capacity to cope when things go wrong.

Trying to live a happy life is not about denying negative emotions or pretending to feel joyful all the time. We all encounter adversity and it’s completely natural for us to feel anger, sadness, frustration and other negative emotions as a result. To suggest otherwise would be to deny part of the human condition.

Happiness is about being able to make the most of the good times – but also to cope effectively with the inevitable bad times, in order to experience the best possible life overall. Or, in the words of the biochemist turned Buddhist monk Matthieu Ricard: “Happiness is a deep sense of flourishing, not a mere pleasurable feeling or fleeting emotion but an optimal state of being.”

One popular misconception about happiness is that happy people are somehow more likely to be lazy or ineffective. In fact research shows the opposite is true: happiness doesn’t just feel good, it actually leads to a wide range of benefits for our performance, health, relationships and more.

For example, economists at Warwick University showed different groups of people either a positive film clip or a neutral film clip and then asked them to carry out standard workplace tasks under paid conditions. The people who were primed to feel happy were 11% more productive than their peers, even after controlling for age, IQ and other factors. Similarly, researchers at Wharton Business School found that companies with happy employees outperform the stock market year on year and a team at UCL has discovered that people who are happy as young adults go on to earn more than their peers later in life. In healthcare, doctors who are happy have been found to make faster and more accurate diagnoses, even when this happiness was induced simply by giving them the small gift of a sugary sweet. In education, schools that focus on children’s social and emotional wellbeing experience significant gains in academic attainment as well as improvements in pupil behaviour.  Happiness has also been linked to better decision-making and improved creativity.

So, rather than success being the key to happiness, research shows that happiness could in fact be the key to success.

But it doesn’t just help us function better: happiness also brings substantial benefits for society as a whole. For example, a review of more than 160 studies found “clear and compelling evidence” that happier people have better overall health and live longer than their less happy peers. They are around half as likely to catch the cold virus and have a 50% lower risk of experiencing a cardiovascular event such as a heart attack or stroke. Happier people are also less likely to engage in risky behaviour – for example, they are more likely to wear seat belts and less likely to be involved in road accidents. Happier people are even more financially responsible, tending to save more and have more control over their expenditures.

But perhaps most importantly of all, people who are happier are more likely to make a positive contribution to society. In particular, they are more likely to vote, do voluntary work and participate in public activities. They also have a greater respect for law and order and offer more help to others. There is even evidence that happiness is contagious, so that happier people help others around them to become happier too. An extensive study in the British Medical Journal followed people over 20 years and found that their happiness affected others in their networks across “three degrees of separation”. In other words, how happy we are has a measurable impact on the mood of our friend’s friend’s friend.

When it comes to the happiness of society as a whole, however, the sad truth is that in recent decades we have become substantially richer but no happier. The positive benefits of higher incomes have been undermined by rising inequality and falling levels of trust and social cohesion. We’ve also reached the point where mental ill health is one of our greatest social challenges – causing more of the suffering in our society than either unemployment or poverty. This is why increasing numbers of policymakers and leaders are now calling for measures of progress to be based on human wellbeing and happiness, not just economic factors such as growth in GDP.

Here in the UK, the government has introduced a programme to measure national wellbeing, and influential figures – including former cabinet secretary Gus O’Donnell – are calling for wellbeing to become the overall measure of prosperity and the main guide to public policy.

This shift towards prioritising happiness is important because this also reflects what the majority of people want. In a YouGov poll commissioned by Action for Happiness, a majority (87%) of UK adults said they would prefer a society with the “greatest overall happiness and wellbeing”, rather than the “greatest overall wealth” (8%). The findings were consistent across all regions, age groups and social classes.

So happiness does matter – the scientific evidence is compelling.

The pursuit of happiness is not some fluffy nice-to-have or middle-class luxury; it’s about helping people to live better lives and creating a society that is more productive, healthy and cohesive. As Aristotle said: “Happiness is the meaning and the purpose of life, the whole aim and end of human existence.”

Of course, being happy is not some magical cure-all. Happy people still get sick and lose loved ones – and not all happy people are efficient, creative or generous. But, other things being equal, happiness brings substantial advantages.

Perhaps the most powerful insight of all comes, not from the research, but from the responses I’ve heard from many hundreds of parents when asking them what they want above all for their children. Nearly all say something like: “I really just want them to be happy.”

Link to the original Guardian article

The Effect of Resilience on Workplace Environments

adapted from an artcle by Debbie Nicol

Things will always challenge a leader; after all, a leader creates the future.

No recipe exists explaining how to build the way forward. No secret formula has been written for the unknown, as a leader creates it as progress occurs.

A leader lives in a world of vulnerability, something painfully evident when a challenge comes out of seeming nowhere and stamps its presence in every thread of the organisational fabric:  a government law with huge financial consequences; a competitor’s new strategy; a customer’s negative review — all have the propensity to put pressure to potential breaking point on the organisational bubble.

But with resilience, the pressure from those events will never burst it completely

Resilience is to a leader as resourcefulness is to Richard Branson. So what conditions must exist for leaders to apply the concept of resilience?

Inner confidence and positivity about themselves and the future, for one. This allows any pressure to be circumstantial, matched or even negated. A positive attitude towards pressure allows it to be welcomed as an invitation to find new ways for change — it becomes just another source of reflection and learning.

The American author Bruce Barton says it so well: “Nothing splendid has ever been achieved except by those who dared to believe that something inside them was superior to circumstances”.

That inner confidence and the ensuing resilience can influence others to follow, and with an army tagging along no amount of pressure will ever be able to take hold. Resilience is also about staring down the barrel of challenge, and so a balanced approach and a good state of mind will minimise risk of an explosive response. When the source of agitation has become a source of learning, balanced perspective and even hope become possible.

Many leaders find it easier to be resilient in times of change when they feel they have control over their life; they have a healthy work-life balance in place and plenty of personal time. Nothing can faze the leader who is both grounded and balanced. Resilience, when combined with optimism, ensures no pressure will destabilise completely.

Resilient leaders seem to live in the world accepting that we ourselves can’t possibly predict what’s right or wrong, so it is best to move ahead, knowing that the pressure could result in myriad solutions — meaning we become the creators of the future. Take, for example, an inefficiency in a business that is having a draining effect. Resilience allows this inefficiency to be viewed as a sign that something else is trying to happen in the business system and there would be no better time than now to explore that. An open-minded environment is one that will see things not for what they are but for what they can be.

On the other hand, a closed-minded environment will become stuck in what is, as it is argument-based, divided into camps of right and wrong.

Environments open to possibility can separate the issue from the emotion, gaining clarity first and foremost to what the issue is. This does not mean that no mechanism exists for the emotional side, it means it does not cloud future possibility. If a leader has been made redundant, resilience shines through when that leader is observed almost immediately going into another direction — creating something that was not possible in the past environment, perhaps choosing to channel her entrepreneurial spirit into her own business.

With resilience there’s just no way for a leader to be derailed; the inner push is simply too powerful to allow any source of external agitation to have a permanent detrimental effect.

Link to the original article

Collaboration: It’s Not What You Think

We have noticed in our learning and development work with organisations over the last several years that the word ‘collaboration‘ seems to have completely replaced what we used to call team working, and is now the main word for all group activity at work.  I am not convinced this is always – or even often – what we really intend, and the word could use some stronger interrogation before we hurl around the room to the people we are about to work with.

Executive coach, Mary Jo Asmus agrees – offering this clarification…

Three words that begin with “C” broadly describe the types of interactions and relationships you may have with others. On a continuum, they look like this:

Competition ◊ Cooperation ◊ Collaboration

Collaboration is a step above cooperation, and it’s rarer than hen’s teeth. When people collaborate, they give up their own vested interests for the greater good (often the greater good is fostered by a “compelling vision” of the future). They’re driven to work through their differences to achieve a goal while trying to understand other’s viewpoints, being open and genuinely willing to change their minds. The stakes may be high, but such people are able to collaboratively bust through barriers to reach the end goal.

If you look hard enough, you may see “moments” of true collaboration in your organisation, but it generally doesn’t happen as often as it should. It takes time, effort and ongoing attention by a leader to make collaboration work.

True collaboration is a powerful way of making great things happen. Listening for understanding, co-creating the way forward with all interested parties, and a willingness to sometimes let go of deeply held beliefs can make collaboration part of the culture.

Not to mention that collaborative work can be great fun and seem almost magical for those involved.

Link to the original article

Rethinking the role of the strategist

Strategic planning has been under assault for years. But good strategy is more important than ever. What does that mean for the strategist?

Achieving real impact today requires strategists to stretch beyond strategic planning to develop at least one of a few signature strengths. Several important facets of the strategist’s role emerged from our research, including reallocating corporate resources, building strategic capabilities at key places in the organization, identifying business-development opportunities, and generating proprietary insights on the basis of external forces at work and long-term market trends. A number of these roles are more appropriate for some strategists and organizations than for others. But the core notion of stretching and choosing is relevant for all.

Since 2010 we’ve sensed, in our work with a wide range of global organizations and strategists, a growing recognition that traditional strategic-planning processes are insufficient to absorb the shocks and disruptions characterizing their markets and to stimulate the ongoing deliberation that a top-management team requires. Increasingly, they recognize a need to rethink their approach to strategic planning and to embrace a more frequent strategic dialogue involving a focused group of senior executives.4Effective organizations seem to be transforming strategy development into an ongoing process of ad hoc, topic-specific leadership conversations and budget-reallocation meetings conducted periodically throughout the year. Some organizations have even instituted a more broadly democratic process that pulls in company-wide participation through social-technology and game-based strategy development.

These experiences are consistent with our own findings. We’ve found that companies that consider themselves “very effective developers of strategy,” and that enjoy higher profitability than their competitors, for example, are twice as likely to review strategy on an ongoing basis (as opposed to say annually or every three to five years). They are, for instance, twice as likely to have a corporate-strategy process that goes beyond the aggregation of business-unit strategies.

Our research also supports one of our major observations about what it takes to innovate in the development and delivery of strategy: over and over, we’ve seen that the chief strategists best at driving more dynamic approaches have a professional credibility that extends well beyond a traditional process-facilitation role. At the same time, we’ve seen tremendous diversity in the characteristics of effective strategists. In a quest for greater precision, we applied statistical cluster analysis to the 13 facets that chief strategists responding to our survey described as most important to their efforts. The analysis yielded five clusters in which the strategist’s role becomes more than the sum of its parts. Widespread across industries, these clusters embody choices that face every strategy leader:

Our Five Chief Strategist Archetypes

The Architect

The Mobiliser

The Visionary

The Surveyor

The Fund Manager

The complexity of today’s strategic landscape places a premium on good strategy. And just as crafting strategy requires tough choices, so does shaping the role of the strategist. The good news, according to our research, is that strategists have a range of powerful options for adding value to their organizations, and nearly 90 percent of the strategists responding to our survey thought they were effective at the elements of the role they prioritized. The bad news is that over time it’s easy for mismatches to develop between those areas of focus and a company’s strategic needs. By identifying those mismatches and reprioritizing accordingly, strategists, chief executives, and other members of the top team can boost the quality of their strategic insights and actions.

Link to the read the full original McKinsey Company article

Workaholism Is Harmful to Health and Happiness, Study Finds

Despite being tagged as a “positive addiction,” workaholism has negative consequences for employees and employers alike.

Being a workaholic is bad for employers and employees alike, damaging one’s health, happiness, and interpersonal relations, according to a new study.

The meta-analysis, published in the Journal of Management, used existing data to relate the causes and effects of workaholism, a term coinedby American psychologist Wayne Oates in 1971.

In a culture that glorifies workaholism, some researchers go so far as to call it a “positive addiction,” according to Malissa Clark, lead author, assistant professor of industrial and organizational psychology at the University of Georgia.

Workaholism is not defined by hard work itself. It is when one’s need to work becomes so excessive that it inevitably interferes with personal health and happiness, interpersonal relations, and social functioning. The quality of work is not relevant, but it is the act of working, itself, that defines workaholism.

Clark refers to this as the difference between workaholism and work engagement. “One is feeling driven to work because of an internal compulsion, when there’s guilt if you’re not working—that’s workaholism,” she said. “The other feeling is wanting to work because you feel joy in work and that’s why you go to work everyday, because you enjoy it. And I say that is work engagement.”

The study revealed that other aspects of a workaholic’s life are negatively affected by this behavior—such as stress level, health, and relationships—which ultimately causes one’s productivity to suffer as well.

“My prior research has shown that workaholics experience negative emotions, both at work and at home. Similar to other types of addictions, workaholics may feel a fleeting high or a rush when they’re at work, but quickly become overwhelmed by feelings of guilt or anxiety,” she said. “Looking at the motivations behind working, workaholics seem pushed to work not because they love it but because they feel internal pressure to work. This internal compulsion is similar to having an addiction.”

The next generation of workers inspire hope that the workaholic culture will not last, said Clark, making way for a more family-friendly culture. She noted that millennials tend to “care more about work-family balance than previous generations,” which could mean that in the future, more companies will promote a healthy work-life balance over working too hard.

Link to the original article

How playing an instrument benefits your brain – Anita Collins

When you listen to music, multiple areas of your brain become engaged and active. But when you actually play an instrument, that activity becomes more like a full-body brain workout. What’s going on?

Anita Collins explains the fireworks that go off in musicians’ brains when they play, and examines some of the long-term positive effects of this mental workout.

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Here are this week’s best practical tools and techniques

Three Ways To Be Happier At Work

“Happier people are more successful, more creative, energetic, resilient,” says the founder of Happy Brain Science, Scott Crabtree. “They work better together. They absorb more information. They have more tools in their tool belt to help them handle whatever life throws them. They are healthier, they live longer—and they show up at work more often.”

There’s a common assumption, he says, that you will be happy when you are successful. But the reverse is actually true, and not just anecdotally. Hard neurological science supports the idea that happy people have more capacity to succeed.  And beyond that, that happiness is not a genetic mandate, or a product of circumstance. It’s a choice.

Crabtree boils this choice down into three opportunities for change that can make people happier, and are also the building blocks of high performance:

1. Achieve greater flow and engagement by structuring your goals, making them meaningful and aligned to your strengths (and then avoid multitasking)

2. Prioritise people

3. Practise positivity (you can retrain your brain to maximise your happiness advantage)

12 Worst Habits For Your Mental Health

Twelve simple everyday routines to change to live a happier life, including not slouching when we walk, not taking pictures of everything, less procrastination, less multitasking, more exercise, more sleep, more time alone and more conversation…

Ten Tips for Better Work-Life Balance

  1. Step away from the email
  2. Just say “no”
  3. Work smarter, not harder
  4. Leave work at work
  5. Forget about perfection
  6. Don’t be a martyr
  7. Ease off the adrenaline
  8. Think about retirement
  9. Make ’em wait
  10. Set your own rules

5 Questions That Will Help You Be a Better Leader

  1. What are you willing to take a stand for?
  2. What do you believe will happen if you let go of control?
  3. What do you really believe about making mistakes?
  4. What standards do you set for yourself?
  5. What do you expect from your team?

10 Tips and Quotes from the Best Leadership Books of the Year

1. Resilience is critical to success in leadership

Denise Brosseau in her book Ready to Be a Thought Leader: How to Increase Your Influence, Impact, and Success

2. You must bridge the communication gap created by leadership

Mike Myatt in his book Hacking Leadership: The 11 Gaps Every Business Needs to Close and the Secrets to Closing Them Quickly

3. Leadership is, at its core, about the mobilization of ideas

John P. Kotter in his book Accelerate: Building Strategic Agility for a Faster-Moving World

4. Good leaders are highly aware of their own vulnerabilities

Robert Bruce Shaw in his book Leadership Blindspots: How Successful Leaders Identify and Overcome the Weaknesses That Matter

5. Leaders equip people for success beyond their own purview

Derek Lidow in his book Startup Leadership: How Savvy Entrepreneurs Turn Their Ideas Into Successful Enterprises

6. The role of a leader is primarily to care for others

Simon Sinek in his book Leaders Eat Last: Why Some Teams Pull Together and Others Don’t

7. Take time to reflect and lead in the moment without stopping only to focus on problems

Kathryn D. Cramer in her book Lead Positive: What Highly Effective Leaders See, Say, and Do

8. Trust in leadership can be distilled down to four basic elements

Joanna Barsh and Johanne Lavoie in their book Centered Leadership: Leading with Purpose, Clarity, and Impact

9. Body language trumps spoken instruction

Nick Morgan in his book Power Cues: The Subtle Science of Leading Groups, Persuading Others, and Maximizing Your Personal Impact

10. Hope in leadership comes from analyzing success and feedback

Stewart D. Friedman in his book Leading the Life You Want: Skills for Integrating Work and Life

How To Be A Great Public Speaker

Harnessing the power  sources of the three golden principles of

  • Authority
  • Authenticity and
  • Audience

6 Ways To Take Care of Your Customer

  1. Appreciation
  2. Service
  3. Human Touch
  4. Periodic Checking In
  5. Shared Expertise
  6. Simplified Experience

Happiness At Work edition #116

All of these articles and more are collected together in this week’s new clutch of ideas, tips and news stories