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.

Slide1

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

Advertisements

Happiness At Work #109 ~ our ordinary power

 

Several years ago while I was enjoying the fun and reward of making learning programmes with him, Mike Phipps posited this great question, which turned out to be compelling enough to found a new leadership development practice, Politics at Work

“As you go about your day-to-day activities, where do you get your power and influence from…?”

I have always loved this question, and this week’s Happiness At Work theme considers the potency and power to be found in the ordinary and the everyday.

How can we learn to be happier with what we already have, without having to make any radical changes or costly additions to our current circumstances and without having to depend upon the decisions, actions or behaviours of other people?

What is perhaps already there, right under our noses and within our reach, that we might draw from to advance our own and each other’s success and happiness?

What new potency and life can be discovered in the everyday material of our lives if we would just give ourselves a bit more time and attention to notice?

These are the questions that this collection of articles helps to highlight…

 

Power & Politics at Work – Mike Phipps

Imagine what you could do if you no longer had to ‘play politics’ at work to get things done? How much time would you save?

Eric Liu: Why ordinary people need to understand power

Far too many Americans are illiterate in power — what it is, how it operates and why some people have it. As a result, those few who do understand power wield disproportionate influence over everyone else. “We need to make civics sexy again,” says civics educator Eric Liu. “As sexy as it was during the American Revolution or the Civil Rights Movement.”

 

12 Things People in Denmark Do That Make Them the Happiest People in the World

by Remi Alli

On March 20th — the International Day of Happiness — the United Nations recognized “happiness and well-being as universal goals and aspirations in the lives of human beings around the world.” And when it comes to the happiest people, the “World Happiness Report 2013” identified the bacon-loving country of Denmark as holding the highest levels of happiness … but why?

1. They understand the meaning of “It takes a village …”

The Danes place tremendous importance on social, economic and overall security, thus this common quip holds true. In general, volunteerism is given high priority. Ultimately, it appears that community support helps Denmark the most.

2. They are one of the most generous.

Denmark ranks third in the most recent figures for foreign aid expenditure per capita, very generously providing for developing countries and disaster relief.

3. They treat each other with respect.

The Danes are often extremely proud when another Dane launches a successful career, regardless of where they are in the world. For example, the actors Scarlett Johansson (Danish father) and Viggo Mortensen are very popular. Perhaps their cultural regard towards one another also leads to the low reported incidence of corruption in their leadership too.

4. They don’t believe in income inequality.

With an unofficial but recognized $20 minimum wage rate, workers have many reasons to be happy. In addition, their roughly 80% unionization provides them relatively decent leverage if they don’t receive worker benefits. Even still, there are quite a few wealthy people along with a high standard of living, and many wealthy job providers don’t consider their businesses successful until they are able to pay for their workers to have comparable lifestyles to themselves. Employers often cover employee health insurance, too. Denmark is also known for its large GDP per capita.

5. They view certain milestones in reverse (to the U.S.).

Perhaps the Danes are well versed in the psychological reasoning that banning something only increases its desirability. There is no minimum drinking age, for example; Denmark allows parents to decide for their children under age 16. At 16, certain types of alcohol can be bought, while at 18 any legally sold alcohol can be purchased. Eighteen is also the legal age to drive.

6. They don’t support violence.

Other than soldiers in the United Nations, Denmark is not currently involved in any wars, which many believe often create more problems than they resolve, including generations of despairing, disillusioned and forgotten veterans. They also do not have guns readily available and boast an estimated 90% voter turnout rate.

7. They believe that education is a right.

The Danes teach their youth not only Danish but English, giving them a wide perspective and ability to relate as global citizens. Also, university is mostly free to willing students and these students also receive grants towards tuition as an educational incentive. Specifically, the government provides around $1,000 monthly for 70 months towards a degree and students can often easily sign up for loans.

8. They are pretty advanced in social equality.

Denmark outlawed job discrimination against gay people in 1948 and hold values such as tolerance and community accountability quite high — no victim mentalities here.

9. They believe in a military relative in size to its population.

A proportional militia allows more government funding to flow directly to its citizens, rather than subsidizing real or perceived threats.

10. They hold socialist (and capitalist) values.

The Danes believe that people come before profit. Thus, the Danish government provides quite a lot in pensions, unemployment, subsidized child care, free education for professionals, quality infrastructure and sickness benefits, which the Danish understand and appreciate.

11. They understand and appreciate what their taxes subsidize.

Danes pay a pretty penny in taxes: anywhere in range of 36% to 51% in state taxes, along with a 25% sales tax, and around a 1% voluntary church tax. Their Government is also quite astute in managing these particular financial affairs, allowing Danes fairly decent retirement funds and sound infrastructures. While most European countries’ middle class pay more tax than in the United States, the Danish belief in taking care of its citizens means the wealthy pay more in taxes than the working class.

12. They prioritize health.

Many food additives are banned, such as the trans fats that are mostly found in cheap, fried food items. To top it off, with plenty of flat land and a small population, much of Denmark is ideal for the avid bicyclist. The Danes also boast a healthy life expectancy.

Link to read the original article

Happiness: you can work it out

Ditch the guilt, banish your inbox and stop blue-sky thinking. As we return to our desks after the summer fun, Richard Godwin finds the formula for feeling good in the office

Early on in his new book, Happiness by Design, Paul Dolan relates a conversation he once had with a friend who is (or rather, was) a high-powered media executive. She spent most of the evening complaining that her line of work made her miserable. Her boss, her colleagues, her commute — all of it brought her down. When she came to pay the bill, however, her final statement took him by surprise. “Of course, I love working in Medialand!” It is apparent contradictions such as this that illuminate Dolan’s central thesis.

A professor of behavioural sciences at LSE, Dolan came from what he describes as a “lower working-class” family in east London to become one of the world’s leading experts in the emerging study of happiness. Daniel Kahneman, the fabled Nobel Prize-winning psychologist, views him as something of a protégé. The Office for National Statistics has employed him to help establish the framework of David Cameron’s national wellbeing survey.

He is part of a wave of social scientists whose discoveries at once confound your expectations and provide an appreciable way of acting on that knowledge. It’s self-help for pseuds, in other words, in the best traditions of Kahneman’s own Thinking, Fast and Slow, or Nudge: Improving Decisions About Health, Wealth and Happiness by Cass Sunstein and Richard Thaler, and full of facts that make you go: “Huh.”

Did you know, for example, that accidents among small children — which have been in decline for decades — have risen since the invention of the smartphone? (Distraction is one of the most significant barriers to happiness, as well as to responsible parenting.) Or that people who tweet about how they’re trying to lose weight actually lose more weight than people who don’t? The rate is 0.5 per cent of weight loss per 10 tweets. Dolan includes that as an example of how peer pressure may be turned into a positive — if losing weight is indeed what makes you happy. The evidence suggests that it does not in the long term.

Dolan’s central insight is that how we evaluate our happiness is very different from how we actually experience it. His media friend thought she was happy (“I love working in Medialand!”). But what was really important, Dolan argues, is her day-to-day experience of it. “[We] generally pay more attention to what we think should make us happy rather than focusing on what actually does,” as he puts it. If we want to be happy, we should get better at working out what makes us happy in the moment.

For this he cites what he calls the “Pleasure Purpose Principle”. We need to balance both pleasure and purpose to experience happiness. It explains why we “solve” a crappy day at work (purpose) with an evening in front of the TV (pleasure). However, when pleasure has no purpose, that doesn’t make us happy either — which is why we’ll often choose to watch some worthy documentary over a silly romcom. Likewise, if there is no pleasure in our purpose — for example, if we’re working on something that we know is a pointless waste of time — it makes us unhappy. Take the dreaded “unassigned” Hooli staff in the sitcom Silicon Valley. Making money from doing nothing does not make them happy. As Dolan counsels: “Happiness is ultimately about the pleasure-purpose principle over time.”

And while the insights are applicable in many areas of life, it’s at work they are most acute. It’s where we spend most of our conscious lives, after all. Here are 10 of the take-home lessons.

Your attention is a scarce resource. Use it wisely …

All work and no play leads to regret …

Future happiness does not compensate for present misery…

…But do consider the present benefits of future decisions …

Change your environment …

Making decisions is difficult. Seek help …

Don’t think about the weather …

Minimise distractions …

Surround yourself with people who increase your happiness…

…But do not compare yourself too much with people around you …

Link to read the full article

Ask Your Employees These 4 Simple Questions to Elicit Productive Feedback

by Susan Steinbreacher

[It is all too easy to become] caught up in the “bigger picture” and the intricacies of your role. But by doing so, it is possible to become disconnected from the day-to-day operations of your business, particularly your impact on employees, customers and suppliers.

When you are only thinking about this broad view, you may notice a downturn in sales, more customer complaints, or employee productivity taking a dive. You may begin to question the way in which you [are working], spending many long, exasperating hours trying to determine why [you are] not moving in the right direction. That is when the “human-side” of the operation — the satisfaction of employees, customers and others who interact with the company — is negatively impacted.

It’s at this point that you’d better start asking questions.

To improve employee engagement and make positive changes in the workplace, leaders should be asking employees for their honest opinion about what is working — or not working — in the organization. If handled properly, the results can yield feedback that may enable you to bolster morale, streamline systems and increase customer satisfaction.  It may even help you to become a better leader.

To get employees talking, you don’t need to have them fill out a huge questionnaire. Instead start with these four simple questions.

1. What are we doing when operating at our best? The goal here is to extract out best practices. The answers you receive will also speak to the culture of the organization and will allow you to leverage those best practices in your marketing collateral as well as when recruiting employees.

2. What are you hearing customers say about our business? The objective of this inquiry is to capture — directly from the front line — what customers or clients are saying. Look carefully for emerging patterns.

3. If you were in my shoes and could make all the decisions, what would you do and why? The purpose of this question is three-fold. First, it engages the employee and demonstrates that management cares about what they think. Second, it puts part of the responsibility on the employee to think more like a leader and put themselves in your shoes. Not only does this instigate creative thought, but it also generates empathy for the responsibilities of company leadership. Most importantly, since the employee is closest to the customer, they will be able to suggest clearly-defined opportunities for improvement.

4. What is the “one essential thing” I need to know in order to make this business a success? This question gets to the heart of how your organization’s time, resources and initiative should be directed in order to prosper. Once again, look for patterns and, if possible, further validate those findings through customer surveys or focus groups.

Be aware that some associates may be fearful of backlash and not be willing to tell it like it is. To avoid this response, meet in small groups, one-on-one (or even allow anonymity) during the process. Determine what works best for your company and don’t forget to show appreciation for the feedback you receive. Recognize that you may be inclined to disagree or provide an explanation for some of your employee’s reactions — so try to keep an open mind.

This exercise achieves multiple benefits. You acquire worthwhile data and, at the same time, the employee will feel that they are recognized, heard and respected.

Take your employee’s feedback and work with it. Build a supportive environment that promotes creativity. Get clear about the relationships between associates, suppliers and customers. Keep it positive and let your employees know that you are receptive to new ideas. Finally, do a little soul searching on your own contribution. Use your insight and focused attention to instil confidence and commitment in your employees that will support them in their efforts to do their very best for your organization.

Link read the original article

 

How To Rewire Your Brain For Greater Happiness

by Jane Porter

Wouldn’t it be awesome if we could hack into our own brains and rewire them to be happier?

Science has shown we actually can thanks to a phenomenon called experience-dependent neuroplasticity. “It’s a fancy term to say the brain learns from our experiences,” says Rick Hanson, neuropsychologist and author of the book Hardwiring Happiness. “As we understand better and better how this brain works, it gives us more power to change our mind for the better.”

Hanson assures he isn’t just talking new-age mumbo jumbo. “This is not just ‘smell the roses,'” he says. “I am talking about positive neuroplasticity. I am talking about learning. … The brain is changing based on what flows through it.”

Understanding how our brains function can help us better control them. Here are some key takeaways from Hanson on how our brains work when it comes to wiring for happiness:

~ Recognise your negativity bias…

~ Don’t just think positively.  Think realistically…

~ Know what’s going on in the brain…

~ Follow the 10-second rule…

~ Think of your brain like a cassette recorder…

…Our brains are working just fine, you might be thinking. Why mess with something that’s not broken? But the fact of the matter is happiness isn’t something that happens to you. It’s something you can teach your brain to experience more fully.

“We should not fool ourselves,” says Hanson. “We’ve got a brain that is pulled together to help lizards, mice, and monkeys get through the day and pass on their genes. We’ve got a brain that’s like Velcro for the bad and Teflon for the good. Be muscular from the inside out. Grow the good stuff inside yourself.”

Link to read the rest of this article

 

How To Accept A Compliment (Without Just Giving One Back)

By 

We’d be lying if we didn’t admit that getting a compliment is an instant mood booster. While we all know there’s a difference between meaningful compliments and ones that are more surface-level, how you act on the receiving end of praise is just as important as how you act when offering it.

A recent survey found that the majority of us know how to properly respond to a compliment, but do we really know how to accept them? For those who get squeamish, self-deprecating or just all-around awkward when someone applauds you, here is how to master the art of accepting a compliment:

Notice your body language.

How we carry ourselves is key to any conversation, but when it comes to really accepting compliments, body language could be your greatest ally. Our bodies can sometimes say way more than the words we speak — and they can also influence our thought patterns. As social psychologist Amy Cuddy explains in her TED Talk on the power of body language, standing confidently, even when you don’t feel that way on the inside, can influence cortisol levels in the brain and can potentially influence success.

Bonus: Research shows that when we flash those pearly whites,we’re instantly boosting our mood. The same goes for our posture — standing straight can boost our self-esteem. No room for bad thoughts when you’re too busy feeling comfortable in your own skin.

Two words: Be mindful.

At its core, mindfulness is about having total awareness of your thoughts as they happen — and with this awareness also comes alack of judgment or categorization of these thoughts. By practicing mindfulness, we’re recognizing the compliment and our initial thoughts on it — and then choosing not to react in a negative manner. Need help incorporating more mindfulness in your everyday life? Try these tricks.

Realize the difference between humility and self-deprecation.

There’s a quiet power in modesty — it helps you see the good in others, it makes you more conscientious and a better leader. However, there’s a fine line between being humble and putting yourself down.

Even women with high self-esteem reject compliments, but mainly because they want to appear more modest, social psychologist Laura Brannon told TODAY. But in reality, humble people accept themselves for who they are. “Many people think of humility as … thinking very little of yourself, and I don’t think that’s right,” Mike Austin, Ph.D., a professor of philosophy at Eastern Kentucky University, previously told HuffPost Healthy Living. “It’s more about a proper or accurate assessment. A big part of humility is knowing our own limits, our strengths and weaknesses, morally or otherwise.”

Don’t compliment them back right away.
How many times have you been paid a compliment only to feel compelled to return the favor? This behavior — while inherently kind — isn’t the most effective way to help you accept genuine praise better.

As psychologist Susan Quilliam tells the Daily Mail, many women do this because it gets the attention off of them — another habit that could reinforce the idea that you don’t deserve the compliment in the first place (and you do). Complimenting others just for the sake of it can also feel disingenuous — so it’s better to leave it at a simple “thank you.”

Store it in your memory.

When we have self-critical thoughts after hearing kind remarks, it usually stems from the delusional idea that people don’t really mean what they say — or worse, they’re wrong about your positive qualities. And simply put, that’s just not true. Next time someone pays you a genuine compliment, file it in your memory and think about it when you’re feeling inadequate. The sooner you start believing you’re worth the praise, the easier it will be to accept it graciously — and you’ll be much happier for it.

Link to read the original article

The Irritating Reason That Overconfident People Get All The Breaks

by Dr Jeremy Dean

People who are overconfident in their own abilities are considered more talented by others than they really are, a new study finds.

These overconfident individuals are probably more likely to get promoted, to become the leaders of organisations and even nations.

On the other hand, people who are not so confident in their abilities are judged as less competent than they actually are.

The findings, published in the journal PLOS ONE, provide evidence for a controversial theory of the evolution of self-deception (Lamba & Nityananda, 2014).

Being better at deceiving yourself makes you better at deceiving others, some have argued, and this study provides evidence for the theory.

Dr. Vivek Nityananda, who co-authored the study, explained:

“These findings suggest that people don’t always reward the most accomplished individual but rather the most self-deceived.

We think this supports an evolutionary theory of self-deception.

It can be beneficial to have others believe you are better than you are and the best way to do this is to deceive yourself — which might be what we have evolved to do.”

The study shows how belief in your own abilities doesn’t just affect you but also those around you, who also pick up on your levels of self-belief very quickly.

The authors conclude that…

“…[since] overconfident individuals are more likely to be risk-prone, then by promoting such individuals we may be creating institutions such as banks, trading floors and armies, that are also more vulnerable to risk.

From our smallest interactions to the institutions we build, self-deception may play a profound role in shaping the world we inhabit.” (Lamba & Nityananda, 2014).

Link to read the original article

The Psychology of Our Willful Blindness and Why We Ignore the Obvious at Our Peril

by 

How to counter the gradual narrowing of our horizons.

In Willful Blindness: Why We Ignore the Obvious at Our Peril, serial entrepreneur and author Margaret Heffernan examines the intricate, pervasive cognitive and emotional mechanisms by which we choose, sometimes consciously but mostly not, to remain unseeing in situations where “we could know, and should know, but don’t know because it makes us feel better not to know.” We do that, Heffernan argues and illustrates through a multitude of case studies ranging from dictatorships to disastrous love affairs to Bernie Madoff, because “the more tightly we focus, the more we leave out” — or, as cognitive scientist Alexandra Horowitz put it in her remarkable exploration of exactly what we leave out in our daily lives, because “attention is an intentional, unapologetic discriminator.”…

“Whether individual or collective, willful blindness doesn’t have a single driver, but many. It is a human phenomenon to which we all succumb in matters little and large. We can’t notice and know everything: the cognitive limits of our brain simply won’t let us. That means we have to filter or edit what we take in. So what we choose to let through and to leave out is crucial. We mostly admit the information that makes us feel great about ourselves, while conveniently filtering whatever unsettles our fragile egos and most vital beliefs. It’s a truism that love is blind; what’s less obvious is just how much evidence it can ignore. Ideology powerfully masks what, to the uncaptivated mind, is obvious, dangerous, or absurd and there’s much about how, and even where, we live that leaves us in the dark. Fear of conflict, fear of change keeps us that way. An unconscious (and much denied) impulse to obey and conform shields us from confrontation and crowds provide friendly alibis for our inertia. And money has the power to blind us, even to our better selves…

“Our blindness grows out of the small, daily decisions that we make, which embed us more snugly inside our affirming thoughts and values. And what’s most frightening about this process is that as we see less and less, we feel more comfort and greater certainty. We think we see more — even as the landscape shrinks…

And yet wilful blindness, Heffernan argues, isn’t a fatal diagnosis of the human condition — it may be our natural, evolutionarily cultivated tendency, but it is within our capability to diffuse it with the right combination of intention and attention. She reflects on the heartening evidence to which the various studies reviewed in the book point:

“The most crucial learning that has emerged from this science is the recognition that we continue to change right up to the moment we die. Every experience and encounter, each piece of new learning, each relationship or reassessment alters how our minds work. And no two experiences are the same. In his work on the human genome, the Nobel laureate Sydney Brenner reminds us that even identical twins will have different experiences in different environments and that that makes them fundamentally different beings. Identical twins develop different immune systems. Mental practice alone can change how our brains operate. The plasticity and responsiveness of our minds is what makes each of us most remarkable… We aren’t automata serving the master computer in our heads, and our capacity for change can never be underestimated…

“We make ourselves powerless when we choose not to know. But we give ourselves hope when we insist on looking. The very fact that willful blindness is willed, that it is a product of a rich mix of experience, knowledge, thinking, neurons, and neuroses, is what gives us the capacity to change it. Like Lear, we can learn to see better, not just because our brain changes but because we do. As all wisdom does, seeing starts with simple questions: What could I know, should I know, that I don’t know? Just what am I missing here?”

Link to read the rest of this  Brain Pickings article

Ziyah Gafić: Everyday objects, tragic histories

Ziyah Gafić photographs everyday objects—watches, shoes, glasses. But these images are deceptively simple; the items in them were exhumed from the mass graves of the Bosnian War. Gafić, a TED Fellow and Sarajevo native, has photographed every item from these graves in order to create a living archive of the identities of those lost.

Happiness At Work edition #109

All of these stories and many more are collected together in this week’s new Happiness At Work collection

We hope you enjoy the surprise of unearthing something delightful that was already there sometime over the coming week…

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

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

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

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

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

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

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

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

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

And we can all learn to be happier.

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

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

The Importance of Happiness in the Workplace

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

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

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

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

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

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

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

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

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

Link to the original Leader to Leader article

Why Happiness At Work Really Matters

by 

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

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

The benefits of happiness at work

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Link to the original article

Happiness At Work with Dr Timothy Sharp

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

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

Link to the article with the full transcript of this video

Why Happy Workers Make Better Workers

By 

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

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

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

So why do happy workers make better workers?

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

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

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

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

Link to read this article in full

The Happiest People Pursue the Most Difficult Problems

by Rosabeth Moss Kanter

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

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

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

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

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

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

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

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

Link to read the full Harvard Business Review article

The Importance of Defining Core Values

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

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

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

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

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

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

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

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

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

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

The OfficeVibe mission and values

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

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

1. Without fun, it sucks.

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

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

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

2. More than yesterday, less than tomorrow.

This is a reminder that we really value personal growth.

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

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

3. We’re an ambitious family

This is all about camaraderie and team building.

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

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

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

4. Our customers fall in love with us

We always go above and beyond for our customers.

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

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

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

5. Simple is beautiful

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

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

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

6. Passion is not optional

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

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

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

7. Quality without compromise

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

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

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

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

8. Nothing is impossible

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

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

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

What Do You Think About Core Values?

What are your organisation’s core values?

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

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

Link to   see the original Officevibe article and its accompanying images 

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

by Alexander Kjerulf, Chief Happiness Officer

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The upshot

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

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

Link to read Alexander Kjerulf’s  article in full

Why the Workplace Will Be the Future of Health and Fitness

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

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

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

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

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

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

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

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

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

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

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

Link to read the full original Greatist article

Happiness At Work edition #106

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

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

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

 

 

Happiness At Work #104 ~ highlights in this collection

 

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

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

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

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

and see more Banksy art at: https://www.artsy.net/artist/banksy

Other highlights from this week’s collection:

Understanding The Value Of Charisma In Leadership

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

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

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

HR Roundtable: How to Make Change Sustainable

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

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

+ What keeps employees from embracing change?

+ How can change be sustainable in organizations?

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

How to Make Yourself Happy

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

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

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

How To Rediscover Your Motivation

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

What Your Personality Type Means For Your Career

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

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

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

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

Happiness At Work edition #104

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

Happiness At Work #103 – highlights in this edition

iStock_000015634604Large

Happiness At Work – edition #103

Here is this week’s new collection.

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

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

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

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

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

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

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

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

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

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

 

iStock_000021337330Large

Here are some of the highlights in this collection:

 

Eye Witness (Steve McCurry’s Blog)

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

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

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

 

Workplace happiness more important than higher salary, survey finds

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

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

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

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

 

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

You know why older people are happier?

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

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

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

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

Why Are Some People Stuck In Their Ways?

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

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

What is the Secret to Leadership Presence?

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

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

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

What to do…?

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

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

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

How Does Music Affect Your Productivity?

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

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

 

Click here to go to the latest Happiness At Work collection

Wishing you a very happy, creative and successful week.

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

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

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

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

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

 

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

Pyramid of Success - John R. Wooden, Basketball Coach

Pyramid of Success – John R. Wooden, Basketball Coach

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

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

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

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

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

I hope you enjoy these as much as we did…

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

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

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

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

1. LOCK — PIANO

2. SHIP — CARD

3. TREE — CAR

4. SCHOOL — EYE

5. PILLOW — COURT

6. RIVER — MONEY

7. BED — PAPER

8. ARMY — WATER

9. TENNIS — NOISE

10. EGYPTIAN — MOTHER

Link to read the original article and to get the answers

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

Cristiano Ronaldo — Greatness Awaits (World Cup)

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

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

Story Pyramid or arc

Story Pyramid or arc

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

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

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

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

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

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

“You have the power to change the world…”

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

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

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

Link to read the original 99u article

 standing over the clouds

How can I cope better with setbacks?

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

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

The difference is resilience.

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

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

What makes us resilient?

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

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

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

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

How can we become more resilient?

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

Learn “emotional regulation”

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

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

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

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

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

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

Adopt a positive outlook on life

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

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

Do you believe you’re in control?

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

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

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

And what about optimism?

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

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

Get fit

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

Develop your resilience muscle

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

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

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

Maintain your support networks

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

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

Follow good role models

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

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

It’s all about belief

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

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

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

Link to read the original HRZone article

100223_confidence

Instinct Can Beat Analytical Thinking

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

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

Gerd Gigerenzer:

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

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

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

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

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

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

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

Link to read the original Harvard Business Review article

moerakiboulders

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

by 

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

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

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

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

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

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

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

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

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

Link to read the original Brain Pickings article

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

by 

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

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

Happiness At Work edition #101

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

 

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

ladder to the sky edit

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

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

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

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

Slide2

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

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

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

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

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

And lying at the heart of all this is

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

Slide03

This is strongly associated with:

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

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

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

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

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

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

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

First is Confidence

Slide04

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

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

Slide05

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

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

These are:

Feeling Secure In Your Job

Raising Issues That Are Important To You

Having Clear Objectives

and Achieving Your Goals

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

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

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

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

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

Slide06

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

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

High Conviction means you have high Motivation

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

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

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

Slide07

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

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

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

Slide08

And the 5th C is Culture

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

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

High levels of satisfaction with your work Culture come from:

Having a fair ethos at work 

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

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

Slide09

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

Are you proud of your work?

Do you trust your people you work with?

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

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

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

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

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

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

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

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

We are each responsible for our own levels of happiness

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

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

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

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

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

Or as American psychiatrist Theodore Ruben puts it…

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

 Slide10

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

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

 Renee Masur writes…

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

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

1. There are never enough hours to accomplish everything.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

8. You don’t dread Sunday night.

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

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

Link to read the original Lifehack article

jigsaw pieces pushed together 2

Inspire learning through emotional connections

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

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

Link to read the original HRZone article

leadership composite

7 Roles of an Exceptional Team Leader

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

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

Karin Hurt writes…

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

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

#2 The Galvaniser

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

#3 The Connector

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

#4 The Builder

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

#5 The Backer

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

#6 The Accelerator

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

#7 The Ambassador

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

Link to read the original Lets Grow Leaders article

 [youtube:https://www.youtube.com/watch?v=DWeHtztdcB4%5D

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

What can business learn from the world of sport?

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

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

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

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

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

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

Increased resilience

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

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

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

Link to read the original HRZone article

sleeping

6 Strategies to Sleep Soundly, Wake Rested and Accomplish More

Michael Hyatt writes…

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

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

1. Get Committed

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

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

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

2. Set an Alarm

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

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

3. Establish a Ritual

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

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

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

4. Go for a Run, but Not Before Bed

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

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

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

5. Kill the Lights

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

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

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

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

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

6. Blow off Work

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

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

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

Link to read the original article

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

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

Happiness At Work edition #100

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

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