Happiness At Work #119 ~ latest signs that our wellbeing matters and will matter even more in 2015

Photo: Mark Trezona

Photo: Mark Trezona 2014

Every single person could become more effective and more able to relate to others by developing greater understanding about – and practical capabilities in – their own and each other’s happiness and wellbeing.

We have a tendency to overestimate our “mindreading” abilities, ascribing to people intentions they don’t have, based on our projections of how we would act in a certain situation and on our assumption that others think like us when they don’t. We also err in the other direction: exaggerating perceived differences between members of other social groups and ourselves, which can lead to stereotyping.

The sad conclusion is that we may underestimate the richness and variety of other people’s minds (while not depreciating our own), creating misunderstandings and even dehumanisation  To counteract this, we need to better understand the way our minds work and consciously deeply listen to those who are different than us.

Vertical development comes about when we understand the role physiology and emotion play in decision-making and that unless we can consciously control our physiology and emotion, we will continue to fall prey to sub-optimal decision-making across society.

Those who aren’t aware of the place of physiology and emotion won’t even know they’ve made a sub-optimal decision.

The quality of the thinking – and by extension the decision-making – of the 500 people who run the 147 companies who control the multinationals affects the lives of us all.  And the quality of this thinking is inextricably linked to the physiology and emotional states in which these people operate. 

True equality isn’t just a numbers game. Of course we need more women in senior positions and in the boardroom, but a seat at the table isn’t enough. What is more important is creating a business environment where female leaders have visibility, a strong voice and a central role in driving the future of the company.

If you really want to take advantage of this new science – rather than falling back on the old Maslow pyramid of hierarchical needs – you should focus on: autonomy, relatedness, and competence.

Autonomy is people’s need to perceive that they have choices, that what they are doing is of their own volition, and that they are the source of their own actions.  Relatedness is people’s need to care about and be cared about by others, to feel connected to others without concerns about ulterior motives, and to feel that they are contributing to something greater than themselves.  Competence is people’s need to feel effective at meeting every-day challenges and opportunities, demonstrating skill over time, and feeling a sense of growth and flourishing.

A survey carried out by The Institute of Leadership Management (ILM) in 2013 found that 31% of respondents stated that the one thing that would motivate them to do more at work was better treatment by their employer.  A more motivated workforce ultimately makes for a more profitable and successful organisation.

Even small companies, maybe more so than big, must attract people not just on the job but with the purpose and mission of the organisation.  We’re coming out of a recession and are now in a global values system of giving back, taking care of the environment, being part of a global community. In some way these are memes that we’ve become attuned to.

Young people today – and we know this from the data – don’t only want work they like but they want something that’s bigger than them. They want to make a difference. Maybe it’s always been true but it’s particularly true now.

Positive education rests on the premise that teaching skills that promote positive emotions, relationships, and character strengths and virtues also promotes learning and academic success.  And a rising epidemic of young mental health problems and a narrowing of the school experience makes the need for a new approach to education urgent…

Nearly all of the above words are a mashup from our highlighted stories in the new Happiness At Work #119 and give us this week’s headline.

Here then are these top stories that I have spliced these lines from…

Photo: Mark Trezona 2013

Photo: Mark Trezona 2013

International Positive Education Network: New Global Campaign Group Challenges Narrow, Exam-driven Approach to Education

A new global organisation, the International Positive Education Network (IPEN), has launched, with support from Dallas-based Live Happy LLC. IPEN’s campaign calls for a radical shift in how young people are educated.

IPEN’s campaign is built around evidence showing that developing pupils’ character strengths and wellbeing are as important as academic achievement to their future success and happiness.

With a rising epidemic of young mental health problems and a narrowing of the school experience, the need for a new approach to education is urgent.

IPEN is calling on like-minded individuals and organizations to sign our Manifesto for Positive Education and demonstrate the strong desire for change we believe exists around the world.

Commenting on the launch, James O’Shaughnessy, chair of IPEN and former director of policy to UK Prime Minister David Cameron, said:

“Young people are crying out for a new approach to education, one that prepares them to live a good, meaningful life that is full of purpose.

“That is where positive education comes in. It supports intellectual development and the cultivation of the mind, but it places equal value on the development of character strengths to help young people flourish.

“We are calling on everyone who supports this broader approach to education to sign our Manifesto and make their voices heard.”

Martin Seligman, Senior Adviser to IPEN and the Zellerbach Professor of Psychology at the University of Pennsylvania, said:

“The high prevalence worldwide of depression among young people, the small rise in life satisfaction, and the synergy between learning and positive emotion all argue that the skills for flourishing should be taught in school.

“There is substantial evidence that students can be taught good character, resilience, positive emotion, engagement and meaning, in such a way that also supports and amplifies their academic studies.

“By taking this broader approach – which I call positive education – we can give our young people the skills and knowledge they need to thrive.”

Link to read the full IPEN press release

Positive education challenges the current paradigm of education, which values academic attainment above all other goals. Drawing on classical ideals, we believe that the DNA of education is a double helix with intertwined strands of equal importance:

  • Academics ~ The fulfillment of intellectual potential through the learning of the best that has been thought and known


  • Character & Wellbeing ~ The development of character strengths and well-being, which are intrinsically valuable and contribute to a variety of positive life outcomes.

The IPEN Vision

We want to create a flourishing society where everyone is able to fulfil their potential and achieve both success and wellbeing. Every institution in society has a moral obligation to promote human flourishing, and none more so than those responsible for educating young people – families, schools and colleges.

The IPEN Mission

People flourish when they experience a balance of positive emotions, engagement with the world, good relationships with others, a sense of meaning and moral purpose, and the accomplishment of valued goals.

The aim of positive education is to equip young people with the knowledge and life skills to flourish and contribute to the flourishing of others.

Link to the IPEN site and the invitation to sign their manifesto

The Case for Positive Education

by James O’Shaughnessy and Emily E. Larson

Unless we can show that the arguments for positive education are true in practice, as well as in theory, then we will not deserve to change education in the way the International Positive Education Network (IPEN) is proposing. This post, therefore, tries to answer some of the most burning questions with the strongest evidence currently available to support our proposition. Its structure is based on the kind of questions we tend to experience when discussing positive education with an interested but sceptical audience.

Positive education represents a paradigm shift: away from viewing education merely as a route to academic attainment, towards viewing it as a place where students can cultivate their intellectual minds while developing a broad set of character strengths and virtues and wellbeing. This in a nutshell is the ‘character + academics’ approach to education.

Positive education rests on the premise that teaching skills that promote positive emotions, relationships, and character strengths and virtues also promotes learning and academic success.  So it is important to argue that, aside from its own intrinsic value and the wider benefits it brings, educating for character and wellbeing can help the quest for academic excellence.  School interventions that focus on social emotional learning, character development or wellbeing have been shown to increase academic performance as an outcome.  A report by Public Health England has shown that an 11% boost in results in standardised achievement tests has been linked to school programmes that directly improve pupils’ social and emotional learning.

Further evidence suggests that positive educational interventions have been found to increase facets of the student experience that contribute to academic success such as:

  • Hope
  • Engagement in school
  • Academic expectations
  • Motivation
  • Perceptions of ability
  • Life satisfaction
  • Self-worth
  • Classroom behaviour

In separating mental health and wellbeing from academic achievement we are ignoring the fact that depression has been on the rise since World War II despite increasing national wealth, and even worse, almost one in five will experience a major depressive episode before graduating from high school.

This is deeply worrying in itself, but it directly impacts academic achievement too. Adolescents who experience poor mental health at ages 16 to 17 have been found to be less likely to obtain higher education degrees than adolescents without such challenges, suggesting that mental health problems during secondary school have lasting implications for achievement later on in life.

The raw intelligence of an individual is an important determinant of future success and wellbeing but it isn’t the only thing that matters. Research by Angela Duckworth has shown that the character trait called ‘grit’, or passion and perseverance for a long-term goal, is a better predictor of some success outcomes than IQ.  And James Heckman has show that character traits are malleable or ‘skill-like’ and can be improved with good teaching and practice.  In a meta-analysis of positive education interventions, researcher Lea Waters found that interventions targeting students’ character can indeed lead to development of character strengths.

So even if our characters and IQs are partially determined by genes and upbringing, then there is still plenty of room for improvement.

We strongly favour rigorous, stretching academic development as an essential route out of poverty. But on its own it is not enough. Carol Dweck has popularised a construct called the ‘Growth Mindset’, which is the belief that intelligence is malleable and can be changed through hard work and perseverance. It stands opposed to the ‘Fixed Mindset’, which is the belief that intelligence is inherited and cannot be changed.  Blackwell, Trzesniewski, and Dweck supported this research in their study, which found during difficult transition periods at school, students who have a growth mindset displayed superior academic performance even though the students entered with equal skills and knowledge.  Additional research has found this effect was especially prominent in students who have a stereotype against them, such as being female or from a minority.

A note of caution must be sounded, however. Impressive as these results are, Dweck and her fellow authors note that, “believing intelligence to be malleable does not imply that everyone has exactly the same potential in every domain, or will learn everything with equal ease. Rather, it means that for any given individual, intellectual ability can always be further developed.”   What this means is that, like academic education, character education can make us better version of ourselves, but it cannot change everything about us.

Link to read the original IPEN post

Photo: Mark Trezona 2014

Photo: Mark Trezona 2014

Creating physiological and emotional coherence is one of the biggest challenges of our time

Dr Alan Watkins is an ex-physician dedicated to transforming business and society by vertically developing business leaders. Vertical development is, according to the Global Leadership Foundation, “building our ability to distinguish and let go of our own limited thinking and perceptions.” Alan’s book, Coherence, is a how-to guide.

“People think things but they don’t really understand the phenomenon of thinking and what determines it,” explains Alan.  “We don’t just ‘have a thought’ – every single thought we have occurs in a context of our biology and our emotional state. Both are crucial to not only what we think but how well we think it.

“Despite this, we over-privilege cognition and under-privilege emotional regulation.”

Poor thinking comes as a result of incoherence in our biological and emotional signals. You see this problem in children. Those who are bullied, agitated, nervous or upset simply cannot learn. They lose the cognitive capacity to take in and assimilate new information.

As adults, we less commonly face bullying peers or overbearing teachers. Yet the problem presents in a different way and has far-reaching consequences.

“Part of my mission is to reduce suffering on the planet and we believe big business, while it could be an incredible force for good, is often the source of the greatest suffering.  Some of the companies we work with have 650,000 employees, so when leadership is wrong it affects the lives of 650,000 people.

“Furthermore, business determines outcomes on the planet. A study in New Scientist in October 2013 analysed 40,000 multinationals and found 147 companies basically controlled those multinationals. Assume you have two or three power brokers in each of those 147 companies and you find you have around 500 people that run the planet.”

Basically, the quality of the thinking – and by extension the decision-making – of 500 people affects the lives of us all. And the quality of this thinking is inextricably linked to the physiology and emotional states in which these people operate. That’s why Alan focuses on leaders.

The problem is more acute because of globalisation and the ever-increasing complexity and uncertainty of the world around us. To make optimal decisions, we must consider ever more variables and consequences.

“The amount of pressure and the intensity of business structures these days is so overwhelming. Robert Kegan, professor of education at Harvard, says most leaders these days are ‘in over their heads,’ dealing with a level of complexity that they literally can’t cope with.”

Alan’s model of decision-making looks like a pyramid and is built on layers. At the bottom is physiology, topped with emotion, then feeling, and then cognition. Finally comes the decision we make. We think we’re clever for ‘coming to’ a decision, when in reality it’s heavily influenced by the bulk of the pyramid that has come before.

What is emotion really? According to Alan it’s the ‘tune’ played  by all the various physiological parts of the body interacting in a multitude of ways, like an orchestra. The feeling is our conscious awareness of this tune.

In order to adapt and become better at thinking and better at decision-making, we need an orchestra that is aligned, tuneful and rhythmic rather than one that is erratic. This is effectively ‘coherence’ throughout the system. With that comes a solid, stable breeding ground for clear thought production.

The pyramid is a two-way street. Our thoughts and feelings can influence our physiology and our emotions. When we remember a stressful occasion we feel our body lose coherence. Our heart rate intensifies. Our pupils dilate. We can’t think straight.

It feels like we have no control of our physiology and our emotion.

Alan teaches people the skills they need to take back conscious control of their physiology and emotion and therefore prepare themselves for different situations depending on what type of thinking or emotion is needed. About to go on stage to make a presentation? You need to put yourself in a ‘passionate’ state. About to make a big pitch to a client? You need to put yourself in a ‘competent’ state.

One of the biggest influencers of our system coherence is heart rate variability. A smooth, consistent, rhythmic heart rate can actually entrain the rest of our physiology to ‘beat in time.’ And the best way to influence our heart rate variability is through breathing to a set pattern.

What else can we do? Better emotional literacy and management is key. Alan says that if he could only teach his children one skill it would be emotional management. This is the ability to identify, classify, deconstruct and invoke emotions at will.

This is important because unless we know how we’re feeling at any one time then how can we know how our thinking is affected? And from that, how can we know which emotional state we need to be in?

In his book Coherence, Alan distinguishes between two emotions, frustration and disappointment. They feel very similar. But while frustration should encourage you to push forward and tackle obstacles, disappointment is designed to make you take a step back and reassess before deciding on a new course of action.

How can you come to an optimal decision if you can’t differentiate between the two? The decision you make, however rational you think it is, will be created in the context of the emotional interpretation you make, yet you’ll feel like you’ve come to the decision through rational cognitive process.

Once we understand and can label a wide range of emotions, we can better identify how we feel and ensure we are aware of how this affects the decisions we make.

“If you transform your own capability, your whole orientation and the whole way you perceive yourself and your own identify and the world around you, the situation, transforms. You see it completely differently, it’s like moving from black and white to colour.”

This vertical development comes about when we understand the role physiology and emotion play in decision-making and that unless we can consciously control our physiology and emotion, we will continue to fall prey to sub-optimal decision-making across society.

Those who aren’t aware of the place of physiology and emotion won’t even know they’ve made a sub-optimal decision.

Every single person could become more effective and more able to relate to others by vertically developing along the lines of emotional regulation and system coherence.

Link to read the full HRZone article

Photo: Mark Trezona 2014

Photo: Mark Trezona 2014

Six Tips for Business Leaders to Show Staff They’re Cared For

Learn more ways to improve your workplace wellbeing with The Ultimate Wellbeing Toolkit – a practical learning hub brought to you by financial protection specialists Unum, designed to equip HR professionals with the skills and knowledge they need to show employees that they are valued. You can also find out more information about the Institute of Leadership and Management.

Showing your staff that you care about them simply makes good business sense. Staff who feel that their employer cares about them are likely to be more engaged and productive.

A survey carried out by The Institute of Leadership Management (ILM) in 2013 found that 31% of respondents stated that the one thing that would motivate them to do more at work was better treatment by their employer.

In short, a more motivated workforce ultimately makes for a more profitable and successful company.

So what does a caring employer look like? Below are some practical tips to help managers increase caring while boosting productivity and profitability:

1. Thank the people who put you there

First, consider who your organisation has to thank for its success and how you can demonstrate your appreciation to these key stakeholders, whether it’s the employees, suppliers or communities you operate in. This means taking the time to understand their needs and aspirations and meeting them. This could include:

  • Structured praise and recognition/development opportunities/team-building days
  • Charitable donations to the local community/allowing your staff to volunteer with community projects

2. Nurturing relationships is not just a “nice to have”

ILM research reveals managers find working relationships (within teams and with customers and suppliers) increasingly important. Developing and maintaining good working relationships are the key means of, not distraction from, doing real work.

Organisations are using the strength of working relationships as a market differentiator. Managers should take time to properly engage with colleagues and understand their aspirations and concerns. Twenty-nine per cent of managers have had training in relationship management.

3. Keep lines of communication open

In a world of digital working, with more people working flexible hours, you might not be the same location as your staff as often. Therefore communication has become a top priority. It’s not surprising that communication has been noted as the top skill managers would like to develop.

However, recent ILM research has noted that this is also the skill which managers state their peers tend to do most badly.

The key to communicating well is fostering good two-way communications. It’s essential that people feel consulted and listened to.

4. Help your managers manage 

Communication, planning, and leadership and management are all cited as being increasingly important but they can be hard to achieve, especially in large organisations.

Training and qualifications will help, especially for people who are newly promoted into management: frequently they are promoted on the basis of technical/subject ability and left without support when it comes to putting management and leadership into practice.

ILM has found that only 57% of organisations have a leadership and management talent pipeline, even though 93% recognise that a lack of management skills is affecting their business.

5. Find out what your employees value

We know from ILM research that the top-ranked (by both managers and employees) performance motivator is job enjoyment.

  • Only 13% of employees rated bonuses as a top motivator
  • 59% of employees rated job enjoyment as a top motivator
  • 31% of employees identified better treatment from their employer; more praise and a greater sense of being valued would make them more motivated.

This could be non-financial recognition and reward, improved office environments, team and company away days or schemes to encourage innovation and creative thinking.

Think how jobs are structured and what opportunities there are to provide development – whether formal training and qualifications or informal opportunities such as secondments or varying the projects or roles of each staff member.

6.  Ensure everyone works towards the goals of the business

Have clearly stated values and work out with everyone what those look like in practice (abstract words on posters or screen savers are not enough).

This will help everyone to pull in the same direction and will also help people applying to work for your company to gauge their suitability.

Having a clear vision which managers can pass on to staff will help everyone to work towards the same thing. ILM research also indicates that it will improve staff positivity and performance.

Specific training and development will help aspiring and current organisational leaders to turn dry objectives into something tangible that their people can reach.

Link to read the original article

see also:

The Art and Science of Giving and Receiving Criticism at Work

Understanding the psychology of criticism can help you give better feedback and better deal with negative reviews…

by Courtney Seiter

Photo: Mark Trezona 2014

Photo: Mark Trezona 2014

Companies  Are Realising They Must Hire Self-Learners

Josh Bersin, founder of Bersin by Deloitte,  shares his insights from their Global Human Capital Trends study with 1700 organisations around the world and his observations of current trends and movements…

…It would be nice if employees took a holistic view of their job and their company but most don’t. Most go to work, try to do the best they can, and hope they get paid well, then they go home.

We must build a work environment that works and select for people who suit our culture. Job fit is not just skills and capability but cultural fit e.g. we’re a fun-loving company, we’re a serious company, we work late, we don’t work late etc.

All these are cultural things. These statements will attract different people. If you don’t characterise your culture, you’ll get some percentage of people leaving because the company just isn’t for them.

We have to build organisations that attract the right people.

I think cultural fit does not mean uniformity of thinking and uniformity of race, gender etc. So most of the time when you look at culture you’re looking at behaviour that crosses different work styles and thinking styles.

Deloitte is at its roots a financial services accounting firm, so there’s a certain amount of rigour, quality etc. That doesn’t mean you need to be this race or this gender but you do have to be comfortable with that culture.

A lot of innovative companies have cultures that are very open. One of Zappos’ culture attributes is ‘we like wacky people,’ and they are saying, we want you to be yourself, it’s ok to be different, to look different. Culture doesn’t mean we’re all the same.

Even small companies, maybe more so than big, must attract people not just on the job but due to the purpose and mission of the organisation. Some people will go to work and do their job anywhere – some engineers, for example, even though might be making a nuclear bomb.

Young people today – and I know this from the data – don’t only want work they like but they want something that’s bigger than them. They want to make a difference. Maybe it’s always been true but it’s particularly true now.

We’re coming out of a recession and are now in a global values system of giving back, taking care of the environment, being part of a global community. In some way these are memes that we’ve become attuned to.

The word talent has been overused so it’s now a buzz word. But more and more economic studies are showing a higher and higher percentage of the economy is driven by services, intellectual property, creativity and innovation – things that require human beings.

At the same time there are the machines that are as smart as people – like Watson from IBM – starting to replace white collar jobs. So you go to a fast food joint and there’s no one there to take your order, you just press a button. And that’s happening in law and accounting and almost every other discipline.

Companies are realising they have to look for people who are creative and self-learners. There’s an accelerating obsolescence of skills. If you’re a software engineer and you don’t know machine learning, you’re falling out of the mainstream. The rate of change in all these technical disciplines is going up.

Companies want to hire self-learners who are passionate about their domain, hard-working, collaborative, creative and want to stay ahead.

More and more learning is pull-driven – by the person. The training department still has to do a lot of formal training but they have to create a learning environment where they can learn on their own.  Otherwise, staff will go outside and learn it somewhere else. That’s why MOOCs are so big and all these online learning systems – people are scrambling around trying to keep their skills and careers modern.

Deloitte just published this study from the Center for the Edge based on profiles of personalities at work. One is called the Passionate Explorer – these are people who are domain experts who love their domain and who continually educate themselves in their domain. Around 15-20% of the workforce falls into this category.

They aren’t always the most execution-focused people, but companies realise you need some of these people in your organisation.

Link to read the full HRZone article

Photo: Mark Trezona 2013

Photo: Mark Trezona 2013

Five career lessons to live by

From accepting that you can’t always have a plan to making sure your voice is heard above the noise,  shares these words of wisdom are relevant to us all from five inspirational businesswomen at this year’s annual  Institute of Directors Women in Leadership conference

“You don’t need to have a plan to succeed” ~ Dr Suzy Walton

The “what are you going to do with your life?” question pops up at a worryingly young age, and while it’s wonderful if you have a clear passion and vision for your career path, it can be hugely intimidating for those of us who have never really had a clue.

Setting goals for yourself can be a positive step forward, but it can also leave you blinkered and unable to see the unexpected opportunities that might come your way. Trying to stick too rigidly to a plan can also mean that if life throws you a curveball, it can knock you sideways. Being open to change and accepting that things don’t always work out the way you thought they would could be the key to a happier life and a more exciting, varied career path.

“Sometimes you need to pretend to have authority” ~ Anne-Marie Huby, founder of Justgiving

When asked how she dealt with the difficulties of asserting yourself as a young person in a new role, Huby’s advice was clear: “pretend to be the person you want to be.”

Self-doubt is one of the biggest career stallers out there. You could be brilliant at what you do, but if you don’t act with conviction then others will doubt you and your leadership. If you have trouble being authoritative and believing in yourself at work, perhaps its time to see how far a little acting takes you, and how quickly the way you project yourself becomes the reality.

“You have to speak up if you want to get noticed” ~ Dr Leah Totton, winner of the Apprentice and founder of Dr Leah Clinics

If you work in a company where good work is always rewarded and credit is always given to the right person, then you’re one of the lucky ones. For most of us, sitting back and hoping that someone notices that we’ve been in the office since sunrise isn’t the route to career success. If you want to stand out from the crowd and prove that you deserve that promotion/pay rise/investment then you have to stand up for yourself so that you can be heard over the noise.

“Starting a new business always takes longer than you think” ~ Pippa Begg, director of Board Intelligence

For many women, entrepreneurship offers a rewarding alternative to the corporate rat race. Running your own business is often painted as the perfect situation, offering motivation, job satisfaction and the opportunity to set your own rules. The reality however, can be more challenging than you could possibly imagine.

“People will tell you that it takes twice as long as you think it will to get your first client,” said Begg. “Forget that – it takes at least five times longer.” It took Board Intelligence over a year to get its first client; a time frame that would have left many entrepreneurs ready to give up. For Begg and her business partner, a firm belief in their proposition kept them going, and a few years down the line they boast an impressive lineup of clients.

“Diversity is a seat at the table; inclusion is having a voice” ~ Cindy Miller, president of European operations at UPS

Miller joined the famously male-dominated company she now runs 25 years ago as a package car driver and worked her way up to her current position. She described her first promotion to manager, and how she later discovered that she had been fourth choice for the role, behind three men.

She spoke about current company developments, including mentoring, support and community building for female employees, emphasising the importance of cultural changes as well as practical ones.

True equality isn’t just a numbers game. Of course we need more women in senior positions and in the boardroom, but a seat at the table isn’t enough. What is more important is creating a business environment where female leaders have visibility, a strong voice and a central role in driving the future of the company.

Link to read the original Guardian article

Photo: Mark Trezona 2014

Photo: Mark Trezona 2014

What Maslow’s Hierarchy Won’t Tell You About Motivation


What you can find amongst this week’s toolbox of practical techniques

Playing To Your Signature Strengths

24 SMS ‘ till Christmas is the initiative from Happy Newcomer that presents a movie and a song that reflect the spirit of each the 24 Character Strengths from Seligman & Peterson’s model that we are using more and more.

In this week’s collection you will find the next six Character Strengths:

  • Gratitude
  • Humility
  • Love of Learning
  • Social Intelligence
  • Zest & Enthusiasm

Three Critical Conversations that Boost Employee Engagement

by  and 

Employee engagement is an individual experience, and here are three types of conversations that will give you critical engagement-boosting information from your employees…

1. The “Start, Stop, Continue, Increase” Conversation

Here’s how this conversation might sound:

Lisa, one of the things I like to do with each new hire is get specific feedback on how I manage … specific feedback on what works for them and what doesn’t. So, with that in mind, I’d like to get your responses to the following questions:

  • First, what’s one thing that I do that is really helpful in terms of bringing out the best in you that I should keep doing?
  • The second question I’d like to get your response to is ‘What’s one thing I do that irritates or frustrates you, so that would be the one thing I should STOP doing, if I want to bring out the best in you?
  • The third question I’ll be asking is, ‘What’s one thing you recommend I START doing, because by doing this, I will make the biggest positive impact in your work experience and in my ability to bring out the best in you?’
  • Finally, what’s something I do that is really positive, but, I could be doing it a lot more?

Those are the four questions I’d like to get your take on. So, here they are on a sheet of paper. To give you some time to think rather than catch you off guard, how about if you think about your answers and then we can go through them next week when we meet?”

Because most employees have never been asked such questions, and because many people need time to think through their questions and responses, you will get better quality answers by letting them reflect on their answers.

2. The “What Would Be Most Helpful?” Conversation

This is a more focused, situation-specific request for feedback on your management style.

So, here’s how it might sound:

When I asked you to go search out that difficult answer, was that helpful or would it have been better for me to have teamed you up with Joe?”

Asking “What would be most helpful?” in the conversation gives you valuable information you can use to tailor your approach to each specific employee. As we discussed in our previous article, each employee has their own unique combination of motivators, de-motivators, preferences, and aspirations.

One size does not fit all, and your ability to bring out the best in each employee depends on your ability to tailor your approach to meet each employee’s unique combination.

Asking this also strengthens your relationship with the employee. Even if they don’t have a ready answer, your asking the question demonstrates that you want to manage that employee in the way that works best for them. It communicates that you care enough to want their feedback.

Also, the courage and humility demonstrated in such a request engenders tremendous respect and appreciation in the employee.

3. The “What would You Like to Know About Me?” Conversation

This conversation is especially useful for new employees. It saves them from the unnecessary anxiety caused by an uncommunicative boss who won’t express explicitly what they want from their employees and what makes them happy.

Here’s an example of how this conversation might sound:

Just as we’ve been having conversations about what works best for you and how I can bring out your best, I’d like to have what I call a “What Would You Like to Know About Me?” conversation with you. I have found this to be really helpful with new employees.

This is where they ask anything they want about what I look for most in my team members, my core values, specific business goals, things that drive ME crazy as a supervisor … that sort of thing. So with that in mind, what would you like to know about me that you would find helpful?”

Besides helping them get to know you, this question also allows you to model that it’s beneficial to be direct and open about who you are and what you want. This is a subtle invitation to the employee to do the same with you.

Link to read the original article

Favourite Books of 2014

Berkley’s Greater Good editorsJill Suttie, and Jeremy Adam Smith list their top picks from the previous year – perhaps one or two of these might make a good gift for someone you care about about.  This might well be yourself of course…

the-truth-about-trust- David DeSteno

The Truth About Trust: How It Determines Success in Life, Love, Learning, and More by David DeSteno

Trust is the social glue that allows us to do more together than we could ever do alone. But trustworthiness is a moving target, argues psychologist David DeSteno, dependent on our moods, circumstances, and competing needs; therefore, it’s best to learn how trusts works if we want to connect with others without being taken for a ride.

As social animals, we’ve developed shortcuts for knowing whom to trust—“gut reactions,” based on subtle cues, like folding arms across one’s chest or leaning back—that signal someone is untrustworthy. While some of these can be quite accurate, others are subject to manipulation and prejudice, which DeSteno demonstrates with ingenious science experiments. Some of his findings fly in the face of conventional wisdom—most notably, the view that trustworthiness is a fixed trait. Instead, he argues, being trustworthy depends on an internal calculus, where we weigh the benefits versus the costs of acting with integrity in any given situation.

Our ability to predict our own trustworthiness—like trusting ourselves to refrain from adultery—is hampered by our inability to predict future cost/benefits and by our tendency to rationalize our own behavior. He argues that we should work toward nurturing our trusting nature and our trustworthiness if we want to succeed in life and contribute to a more harmonious society.

Mindwise - Nicholas EpleyMindwise: How We Understand What Others Think, Believe, Feel, and Want by Nicholas Epley

Though we humans are equipped with a brain specially attuned to predict what others are thinking, feeling, and planning, there are many cases in which our “mindreading” powers lead us astray. Social psychologist Nicholas Epley presents fascinating research on how our social brains work and why we sometimes can’t look beyond our own preconceptions.

Epley suggests we have a tendency to overestimate our “mindreading” abilities, ascribing to people intentions they don’t have, based on our projections of how we would act in a certain situation and on our assumption that others think like us when they don’t. We also err in the other direction: exaggerating perceived differences between members of other social groups and ourselves, which can lead to stereotyping.

The sad conclusion is that we may underestimate the richness and variety of other people’s minds (while not depreciating our own), creating misunderstandings and even dehumanization. To counteract this, we need to better understand the way our minds work and consciously deeply listen to those who are different than us.

Making Grateful KidsMaking Grateful Kids: The Science of Building Character by Jeffrey Froh and Giacomo Bono

Many parents worry that our modern culture, with its focus on materialism, will make their kids spoiled and entitled. But, while culture can have a negative impact, researchers Jeffrey Froh and Giacomo Bono suggest ways parents can avoid this outcome: by helping kids develop gratitude.

Research has shown that grateful kids have all kinds of advantages later in life—better relationships, higher levels of happiness and optimism, and more commitment to community, to name a few. Froh and Bono’s book outlines that research and provides thirty-two research-based tips for parents to encourage gratitude in their children. Much of what they suggest falls into the category of overall good parenting—i.e. being present for your kids, encouraging their talents, and providing needed support. In other cases, their tips involve specific gratitude practices, as well as role-modeling the gratitude behavior you want to see in your kids.

But, their goals go beyond wanting parents to enjoy their kids more: “The ultimate function that gratitude may serve in human development…is to help individuals find their own life story for elevating others and to make a difference in the world,” they write.

The Upside of Your DownsideThe Upside of Your Dark Side: Why Being Your Whole Self—Not Just Your “Good” Self—Drives Success and Fulfillment by Todd Kashdan and Robert Biswas-Diener 

“Every emotion is useful,” write the authors of The Upside of Your Dark Side. “Even the ones we think of as negative, including the painful ones.”

Kashdan and Biswas-Diener delve deep into the research to understand why “negative” states like anger or sadness have evolved; they also look at what happens when positive emotions aren’t restrained by negative ones that may cause us to reflect, take a stand against unfairness, or speak our minds. Of course, not all anger is useful; not all sadness is healthy. This is where the book shines: The authors tease out the differences between, for example, anger and rage, and then provide very concrete tips for managing negative states so that they don’t run out of control.

But The Upside of Your Dark Side also contains a larger cultural critique of movements for greater happiness and well-being. Positive emotions are good, argues this book, but focusing excessively on them can cut us off from our whole selves.

Empathy - why it matters and how to get itEmpathy: Why It Matters, and How to Get It by Roman Krznaric

Roman Krznaric, a philosopher and founding faculty member of London’s School of Life, explains how we humans are wired for empathy and why empathy is so important to cultivate.

Science shows that we literally have brain circuits devoted to trying to understand how another person is feeling and to “feel with” them. Yet there are social, political, and psychological barriers to feeling empathy that can get in the way. Krznaric’s book argues that we need to understand these barriers and find ways to overcome them if we are to create the compassionate society we want.

Empathy is not about pity or sympathy, he writes, but about truly putting yourself in another’s worldview and treating them accordingly—“Do unto others as they would want you to do unto them.” He outlines six habits of highly empathic people—i.e. immersing yourself in another culture, engaging in conversation with people who don’t share your views, or joining a choir with people from many walks of life—as a way of decreasing prejudice and developing empathy.

Brainstorm - the power and purpose of the teenage brainBrainstorm: The Power and Purpose of the Teenage Brain by Daniel Siegel

The cultural view that impulsive teen behavior is due to “raging hormones” is outdated and just plain wrong. These two books explain what’s actually going on in teens’ lives and what we can do to support and nurture them on their path to adulthood.


Age of Opportunity - lessons from the new science of adolesenceAge of Opportunity: Lessons from the New Science of Adolescence by Laurence Steinberg

Their advice rests on what scientists now understand about the human brain and teen development. During adolescence, the brain starts to become more efficient by “pruning” out neural connections that are less needed, making adolescence a period of both great neural reorganization and creativity.

Ha! the science of when we laugh and whyHa!: The Science of When We Laugh and Why by Scott Weems

You may assume that the appreciation of humor is too idiosyncratic to study scientifically; but you’d be wrong. Psychologist Scott Weems has delved into the science of laughter and come up with an entertaining read about what humor is and what it does for our brains, our health, and our relationships.

It’s true that not everyone finds the same jokes funny. But the common thread in different types of humor is that they all involve dealing with surprise and resolving the ensuing cognitive dissonance in the brain—neural processing that has benefits in other realms of our lives, such as creativity and insight.

Laughing at jokes also releases the feel-good hormone dopamine in the brain, and can increase blood flow and strengthen the heart, much like aerobic exercise does. Perhaps that’s why a sense of humor often tops the list of desirable qualities in a mate.

People say that “laughter is the best medicine,” and laughter has indeed been shown to decrease pain and to reduce stress. Weems suggests laughing at jokes even if they aren’t funny is a good strategy. It will make your life happier and healthier and, because laughter is contagious, spread good feelings to those around you.

Link to the original Greater Good article

Photo: Mark Trezona 2013

Photo: Mark Trezona 2013

Happiness At Work edition #119

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



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.


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

Happiness At Work #115 ~ new science, old philosophies & everyday wisdom

This week’s headline articles include words of wisdom about happiness from a billionaire, from happiness at work scientists and from people like you and me figuring out what happiness means and how to make it through the challenges and encounters of their everyday lives.

The Anne-Marie Rodriguez Radio Show – featuring Mark Trezona

And the really exciting news for me is that Anne-Marie Rodriguez has invited me to be one of the expert guests, with wellbeing expert and trailblazer  Nic Marks and Adrian Pancucci from ORSCC, in the launch programme of her very first  brand new weekly radio show exploring ways for people to create working lives worth living.

This first programme will focus on happiness at work and you can tune in to hear the live programme live between 7.00-9.00pm GMT this Wednesday 5th November at urban jazz radio

But if you miss it I will bring you the link to its podcast version in a future post.

Wish me luck…

The Golden Circle of our wisdom about happiness (BridgeBuilders STG Ltd 2014)The Golden Circle of our wisdom about happiness (BridgeBuilders STG Ltd 2014)

We are slowly developing our own Golden Triangle to pinpoint the three sources of wisdom about happiness:

  • The New Science of Happiness

Loudest of all at the moment is the clarion call of the burgeoning new science of happiness that is sprouting exponentially from diverse fields including positive psychology, neuroscience, biology, economics, and contemporary organisational and leadership practices.

  • Old Wisdom from our Past

But these are built from a strong and long historical framework of older wisdom that extends as far back as our human story.  For as long as we have been human we have wondering and thinking and writing about what happiness means and how we can be happier.  And, whether or not we continue to believe in their tracts and tenets, our old philosophies and religious teachings are written into our DNA and continue to inform how we define and understand and reach for happiness today.

  • Lived-Through Personal Wisdom

And then there is another much less visible but equally reliable and important source of knowledge that we all draw from  to understand and learn about happiness, and this is the practical lived-though personal experience of happiness that every single one of us knows something important about from our daily enactment of being alive and human.  Happiness is individually experienced and understood and for each one of us it will mean something unique and particular.  The surer we trust our own understanding about happiness the greater we can draw from the other two sources in ways that will be be meaningful and relevant for ourselves.  And whatever we derive from the new science of happiness or the older heritage from our past thinkers, its real potency and value comes when we apply it into the practice of living our lives.

These three sources of wisdom about happiness are inextricably, interdependently and synergistically connected:

  • without the intelligence from the new science of happiness we deny ourselves its vitality of the fresh oxygen of the new knowledge about what it means to be human it gives us;
  • without the older wisdom from our history we lose its foundations and the solidity, universality and deep insights our past gives us about what how to live a truly good life and to live well and happily with each other;
  • and without the same care, attention and legitimacy for our everyday wisdom we lose our way to put what we learn to work, to develop our mastery and weave ourselves the incremental, iterative aspirational tapestry that continually learning  to be happy makes of our daily lives.

In the film, Four Chambers, Imanuel Goncalves has gathered together four everyday stories that movingly illustrate the wisdom of everyday people making extraordinary choices, offering us intelligence that we cal all draw from in our own encounters and aspirations along the path of becoming happier.

And here is a summary of the other articles you will find in the rest of this post, all taken from this week’s new Happiness At Work edition #115 collection…

“Happiness at work comes from your own attitude…”

– Jack Ma, Alibaba billionnaire

One of China’s most successful entrepreneurs, Alibaba founder Jack Ma writes that “happiness at work comes from your own attitude”, a message that is thoroughly endorsed by science of happiness experts like Shawn Achor, whose principles for achieving what he calls The Happiness Advantage are cinematically introduced in a new series of 1minute movies.

If you are still doubting whether happiness is really a force to be reckoned with, this week’s news about the new What Works Centre for Wellbeing that the UK government is launching next Spring is clear evidence of their continued undertaking to take our happiness seriously and make it more influentially and centrally closer to the heart of policy and economic decision making.  The new centre will initial be led by Lord O’Donnell, who last year published an international study that cited meaningful work as one of the key drivers for happiness, along with mental health, social support and the physical environment, so we dare to hope that this will have positive benefits for our working lives as well as our wider environmental and society conditions.

We know from research across a variety of contexts that inequality one of the greatest destroyers of happiness.  The greater our sense of unfairness, the greater our unhappiness.  This is as much a mounting challenge for our societies as it is for our organisations, and in The Consequence of Unfair Workplace, Art Markman advocates the need for shifting the terms of engagement between us and our organisations away from a ‘contract’ and towards more a ‘covenant’ – which my Collins Dictionary defines as ‘a binding agreement’ from the Latin convenire meaning ‘to come together and make an agreement.’

…companies do not engage in agreements with a group of strangers. Instead, they create a neighbourhood in which everyone understands the role they play to help the company to succeed in its vision…A covenant is what allows employees to feel like they are part of something bigger then themselves. They are engaged in working toward a significant future. People with that level of engagement put in the level of effort that is required to allow that vision to become reality, regardless of what the letter of an employment contract might say.

When the organisation does things that seem unfair…people ask whether they are truly part of a community. They begin to wonder whether the organisation really deserves a covenant. And at these times, people may begin to revert back to the letter of the contract they signed rather than the spirit of the vision of the organisation.

Jessica Pryce-Jones found compelling evidence about the importance of perceived fairness  in her research with more than 9,000 people from around the word.  Writing about organisational culture, one of The Five Drivers for Happiness At Work, she highlights:

Performance and happiness at work are really high when employees feel they fit within their organisational culture. Not fitting in a job is like wearing the wrong clothes to a party—all the time.

It’s hugely draining and de-energising.

If you’re in the wrong job, you’ll find that the values mean little to you, the ethos feels unfair or political and you don’t have much in common with your colleagues. What’s interesting about our data is that employees like their organisational cultures a lot less than they did in pre-recession times: in particular “generation Y-ers” or “millennial” workers really don’t seem to like what they’re experiencing at work.

So any business which wants to attract and retain top young talent and find the leaders of tomorrow, needs to start addressing this issue today.

The need to respond and work in very different ways with younger employees, as well as the essential importance of feeling like we are able to work towards our fullest potential that Jessica Pryce-Jones writes into her happiness at work methodology, are themes  picked up and emphasised in Leadership For The Millennial Generation: An Interview With Lindsey Pollak:

To best develop Gen Y leaders, organisations need to understand their deep desire for personal and professional development. In The Hartford’s 2014 Millennial Leadership Survey, Millennials said employers can most demonstrate their investment in them as a future leader by offering training and development (50%), a clear career path (35%), and ongoing coaching and feedback (34%).


“…for too long Government has tended to use the blunt measurement of increasing GDP to assess the success of the country when actually it was unconnected with people’s general happiness.”

– Lord O’Donnell

Ministers aim to boost the nation’s happiness with new wellbeing centre

by Whitehall Editor, The Independent, Wednesday 29 October 2014

Increasing national well-being is to be put at the heart of Government policy-making, ministers will announce today, with the establishment of a new centre to measure the impact of policies on people’s happiness.

Two years ago the Office for National Statistics began publishing the first data on national wellbeing as part of its Integrated Household Survey. Now the Government is to set up a centre to assist Whitehall policy-makers assessing whether Government initiatives are likely to improve or diminish the happiness of those they affect and the wider society.

The plan is that eventually all decisions from building a third runway at Heathrow to best approaches to cut crime should be subjected to a well-being assessment in much the same way as they are assessed for economic impact.

The new What Works Centre for Wellbeing will launched by next spring and will initially be led by the former Cabinet Secretary Lord O’Donnell.

Last year he published an international study that identified mental health, meaningful work, loneliness and the physical environment as some of the key drivers of happiness or unhappiness often overlooked by policy-makers. The centre will initially develop a methodology for assessing wellbeing in policy terms before commissioning work designed to assess the impact of specific interventions to help improve quality of life.

Lord O’Donnell said that for too long Government had tended to use the blunt measurement of increasing GDP to assess the success of the country when actually it was unconnected with people’s general happiness.

“The ONS recently re-assessed the level of the UK’s GDP upwards by including things like illegal drugs and prostitution,” he said. “But they don’t measure things like volunteering which we know have a tremendously positive impact on wellbeing.

“So you could have a society where everyone gave up volunteering and took up crack dealing and prostitution and that society would have a much higher GDP growth rate. That’s crazy.”

Lord O’Donnell added that whatever methodology that was used would have to take account of the fact that some decisions could have a beneficial effect on the happiness of some people but a detrimental effect on others. For example an extra runway at Heathrow could increase the number of direct flights to different destinations – reducing hassle for travellers. But at the same time it would increase noise levels for those in the vicinity.

The new centre will be supported by an initial £3.5m grant with from other organisations.

The Cabinet Secretary Sir Jeremy Heywood  said it was “vital” that the Civil Service had the capacity to ensure that decision-making was supported by “high-quality evidence”.

“We are using evidence and behavioural insights to drive real change across government. The What Works Centre for Wellbeing is the latest step in embedding evidence-based policy-making across government.”

Link to read the original Independent article

…When the morale of an organisation suffers, it is important for leaders to think about things they may have done that would push employees from thinking themselves as neighbours to thinking of themselves as strangers. At those times, it is important for leaders to hold out an olive branch and to do what they can to welcome disgruntled employees back into the neighbourhood.

The Consequences Of An Unfair Workplace

by Art Markman for Fast Company

…life is not fair.

Bad things happen to good people. Projects begun with the best of intentions and developed with people’s full effort can still fail. And, in some organisations, people are not always rewarded equally for the same level of work.

Why does this matter?

A Contract vs. A Covenant

We generally think of business as something done by contract. I sign a contract with my employer that states my responsibilities, and the company makes an agreement about how I will be compensated for that effort.

The thing is, contracts are agreements that are designed for strangers. If I don’t know you very well and you don’t know me, then a contract is great. It stipulates exactly what you will do for me and what I will do for you, and the legal system enforces the letter of the contract.

But, companies do not function if they run only contractually. A good company has a mission to build a great product or to provide a first-rate service. That company has to succeed today and to look forward toward an innovative future. It is not possible to enumerate all of the tasks that go into making this company succeed.

And so, good companies do not really have contracts with their employees. They have covenants.

A covenant lays out the vision of the company’s future. Employees agree to give their effort collectively to create that future, and the company agrees to support their employees through compensation, benefits, training, and the creation of a fair work environment.

In this way, companies do not engage in agreements with a group of strangers. Instead, they create a neighbourhood in which everyone understands the role they play to help the company to succeed in its vision.

And that is where fairness comes in.

A covenant is what allows employees to feel like they are part of something bigger then themselves. They are engaged in working toward a significant future. People with that level of engagement put in the level of effort that is required to allow that vision to become reality, regardless of what the letter of an employment contract might say.

But, when the organisation does things that feel unfair, it causes people to question why they are part of this community. If upper management is compensated far more than rank-and-file employees, even in economic downturns, it creates a sense of unfairness. When one person is promoted despite the presence of other people who seem more deserving, it creates a sense of unfairness. When projects that people have worked on for a long time are cut without explanation, it creates a sense of unfairness.

That feeling that the situation is unfair leads people to ask whether they are truly part of a community. They begin to wonder whether the organisation really deserves a covenant. And at these times, people may begin to revert back to the letter of the contract they signed rather than the spirit of the vision of the organisation.

For example, teachers and nurses will often engage in a “job action” when they are involved in contract disputes. In those situations, the employees believe they are being treated unfairly. So, they only perform the duties they are contractually obligated to perform. Teachers arrive exactly when they are required to and leave as soon as they are able. They do not engage in extracurricular activities or stay late to help struggling students. The community suffers, because the teachers have gone from treating the workplace as a neighbourhood to treating it as a collection of strangers.

That is why it is so important to think about fairness.

When the morale of an organisation suffers, it is important for leaders to think about things they may have done that would push employees from thinking themselves as neighbours to thinking of themselves as strangers. At those times, it is important for leaders to hold out an olive branch and to do what they can to welcome disgruntled employees back into the neighbourhood.

Link to read the original Fast Company article

Jessica Pryce-Jones 5 C's Science of Happiness At Work model (BridgeBuilders STG Ltd.)

Jessica Pryce-Jones 5 C’s Science of Happiness At Work model (BridgeBuilders STG Ltd.)

The Five Drivers of Happiness At Work

Jessica Pryce-Jones writing for the Wall Street Journal

“We’re here to talk about happiness. Happiness at work.”

The words sound so flaky; “happy clappy” and “happy hippy” ping into my mind even though the numbers tell their own story.

We’ve all had to face and deal with a very different working world, especially since the financial crisis and ensuing recession.

Data which we’ve gathered since 2006, shows that people everywhere feel less confidence, motivation, loyalty, resilience, commitment and engagement.

And whether your local economy is in a state of boom or bust, employees are experiencing similar pressures and bosses can only squeeze until the pips squeak for so long.

But imagine a mindset which enables action to maximise performance and achieve potential in these tough times. At the iOpener Institute for People and Performance, we understand that this is another way of describing happiness at work.

Our empirical research, involving 9,000 people from around the world, reveals some astonishing findings. Employees who report being happiest at work:

  • Stay twice as long in their jobs as their least happy colleagues
  • Spend double their time at work focused on what they are paid to do
  • Take ten times less sick leave
  • Believe they are achieving their potential twice as much

And the “science of happiness at work” has big benefits for individuals too. If you’re really happy at work, you’ll solve problems faster, be more creative, adapt fastest to change, receive better feedback, get promoted quicker and earn more over the long-term.

So how can you get to grips with what it’s all about?

Our research shows that there are five important drivers that underpin the science of happiness at work.

1. Contribution.

Contribution - inside-out and outside in, Jessica Pryce-Jones Science of Happiness At Work model (BridgeBuilders STG ltd. 2014)

Contribution – inside-out and outside in, Jessica Pryce-Jones’ 5 C’s Science of Happiness At Work model                  (BridgeBuilders STG Ltd. 2014)


This is about what you do, so it’s made up of some of the core activities which happen at work. Like having clear goals, moving positively towards them, talking about issues that might prevent you meeting your objectives and feeling heard when you do so.

You’ll do all this best when you feel appreciated and valued by your boss and your colleagues. So it’s not just about delivering: it’s about doing that within collaborative working relationships too.

Here’s what Daniel Walsh, executive vice president at one of the world’s leading transport and logistics organisations Chep, said about his insight into the value of his colleagues’ contributions:

“I was very task-focused and goal-oriented early in my career and I delivered significant deals. But afterwards it would take a few weeks to mop up the wreckage because I was more gung-ho than I needed to be. I had a meeting with my mentor who said, “look this has got to stop. You’re delivering fantastic results but you’ve got to take people with you.

“Now I try to create an environment where people feel their opinions or views matter and I appreciate what they bring to the table. I can’t do my job on my own.”

2. Conviction.

Conviction, Jessica Pryce-Jones Science of Happiness At Work model (BridgeBuilders STG ltd. 2014)

Conviction, Jessica Pryce-Jones’ 5 C’s Science of Happiness At Work model (BridgeBuilders STG Ltd. 2014)

This is the short-term motivation both in good times and bad. That’s the key point: keeping going even when things get tough, so that you maintain your energy, motivation and resources which pull you through.

Key to doing this is feeling that you’re resilient, efficient and effective. In fact, our data clearly shows that we’re much more resilient than we are aware but we’re much less aware of how variable our motivation is and how to manage it.

Actively deciding to do this can make a huge difference.

As Adam Parr, CEO of Williams F1 said, “a driver who gets out of a car when it’s spun off or he’s been hit and it’s all gone horribly wrong and reminds himself that he’s privileged to do the work and there’s a job to be done—that takes him to another level.”

3. Culture.

Culture, Jessica Pryce-Jones 5 C's Science of Happiness At Work model (BridgeBuilders STG Ltd. 2014)

Culture, Jessica Pryce-Jones 5 C’s Science of Happiness At Work model (BridgeBuilders STG Ltd. 2014)

Performance and happiness at work are really high when employees feel they fit within their organizational culture. Not fitting in a job is like wearing the wrong clothes to a party—all the time.

It’s hugely draining and de-energizing.

If you’re in the wrong job, you’ll find that the values mean little to you, the ethos feels unfair or political and you don’t have much in common with your colleagues. What’s interesting about our data is that employees like their organizational cultures a lot less than they did in pre-recession times: in particular “generation Y-ers” or “millennial” workers really don’t seem to like what they’re experiencing at work.

So any business which wants to attract and retain top young talent and find the leaders of tomorrow, needs to start addressing this issue today.

4. Commitment.

Commitment, Jessica Pryce-Jones 5 C's Science of Happiness At Work model (BridgeBuilders STG Ltd. 2014)

Commitment, Jessica Pryce-Jones 5 C’s Science of Happiness At Work model (BridgeBuilders STG Ltd. 2014)

Commitment matters because it taps into the macro reasons of why you do the work you do. Some of the underlying elements of commitment are perceiving you’re doing something worthwhile, having strong intrinsic interest in your job and feeling that the vision of your organization resonates with your purpose.

We’ve seen commitment decline for the majority of employees post-recession as leaders and organizations think that tuning into this soft stuff is a waste of time.

It isn’t.

It’s how you enable your employees to understand why they should make a greater discretionary effort for you. What is important is to recognize that the five factors work as an ecosystem.

That means if one of the five drivers isn’t functioning well, the others will be affected. For example if you don’t feel high levels of commitment, it’s likely that your contribution will be affected. When contribution goes down, conviction, especially the motivation part of it, tends to go down with it. And that obviously has an effect on your confidence too.

5. Confidence.

Confidence, Jessica Pryce-Jones 5 C's Science of Happiness At Work model (BridgeBuilders STG Ltd. 2014)

Confidence, Jessica Pryce-Jones 5 C’s Science of Happiness At Work model (BridgeBuilders STG Ltd. 2014)

Confidence is the gateway to the other four drivers. Too little confidence and nothing happens: too much leads to arrogance and particularly poor decisions. Without greater levels of self-belief, the backbone of confidence, there will be few people who’ll take a risk or try anything new. And you can’t have confident organizations without confident individuals inside them.

Here’s what Dr Rafi Yoeli, founder of Urban Aeronautics, the leading Israeli fancraft aviation entrepreneur said:

“We’ve built a flying machine that’s half way between a Harrier jump jet and a helicopter. We work very differently here, it’s organic engineering. You need a high level of curiosity and of expertise if you’re going to make something extraordinary. And you need an even higher level of confidence to put it together.”

And finally, understanding what makes you happy at work and how that affects your performance offers a whole new way of managing yourself, your career and your opportunities.

Link to read the original article

What are you doing to ensure your leadership capacity is in sync with today’s marketplace?

Leadership For The Millennial Generation: An Interview With Lindsey Pollak

by Caroline Ceniza-Levine for Forbes

Lindsey Pollak is the author of the recent New York Times Best Seller, Becoming the Boss: New Rules for the Next Generation of Leaders. She is one of the country’s leading experts on the Millennial generation and consults with top corporations on attracting, engaging and managing their future leaders.

Caroline Ceniza-Levine: What prompted you to write a book specifically on leadership for Gen Y?

Lindsey Pollak: …I [partly] wrote this book because I am frustrated by the common portrayal of Millennials as “entitled,” narcissistic and overall a “lost” generation. I believe very strongly that today’s young people have tremendous potential, but they do need some guidance on “soft skills,” such as face-to-face communication, work ethic and professional patience. This book is my attempt to provide that guidance and support this huge generation of out world’s future leaders.

Ceniza-Levine: On the subtitle of ‘New Rules’: Are there rules that apply to Gen Y specifically as opposed to X and Boomer leaders? How is Gen Y leadership different?

Pollak: I do believe we need new leadership rules today, but they are not replacing the classic rules; they are additive. We are living in a time of massive generational change, with the enormous (76 million strong) baby boomer generation finally giving way to the enormous Millennial generation (80 million strong). (I’m a member of Gen X, the tiny 46-million member generation sandwiched between these two.). While there are tons of great leadership books written by and for the older generations — and I have an entire chapter of the book dedicated to reviewing the classic books and concepts any new leader should know — I believe Millennials are leading in different times and also see the world in a different way.

Ceniza-Levine: What can X and Boomer leaders learn from these New Rules? What should X and Boomer leaders know to best develop Gen Y high potential leaders?

Pollak: There are many tips in the book that are relevant to any leader of any generation today. For example, leading people virtually (through Skype, instant message and other technologies) is a new leadership competency.

To best develop Gen Y leaders, organizations need to understand their deep desire for personal and professional development. In The Hartford’s 2014 Millennial Leadership Survey, on which I collaborated, Millennials said employers can most demonstrate their investment in them as a future leader by offering training and development (50%), a clear career path (35%), and ongoing coaching and feedback (34%). Leadership is a learnable skill and if we want the next generation to be great leaders, we have to teach them how to do it.

Ceniza-Levine: In your research for the book, what’s a surprising fact you learned that may not have been in your initial hypothesis?

Pollak: Great question! I was most surprised by the percentage of Millennials who already view themselves as leaders today, whether or not they hold a traditional leadership or management role. According to the same survey mentioned above, 83% of Millennials consider themselves to be a leader in some aspect of their lives — work, community, family, sports, etc. I knew Millennials were a confident group, which is terrific, but this number is much higher than I anticipated.

If, as Pollak highlighted, leaders today need to navigate multiple generations, know how to lead via new technologies and prioritize professional and personal development for themselves and their teams, what are you doing towards these ends?

Are you regularly networking with people outside your generation, including adopting a reverse (younger) mentor if needed?

Are you staying updated with the latest technology (holding your next meeting on GoogleGOOGL +1.02% Hangout, perhaps)?

Are you blocking time out on your schedule (and your team’s schedules) for professional and personal development?

What are you doing to ensure your leadership capacity is in sync with today’s marketplace?

Link to read the original Forbes article

In One Simple Sentence, Alibaba’s Jack Ma Shows How Easy It Is To Find Happiness At Work

by Eugene Kim

Alibaba founder Jack Ma is the richest man in China. His rags-to-riches life story serves as a true inspiration to many startup entrepreneurs.

He also runs his own blog where he often shares his thoughts on business and life in general.

On Tuesday, Ma wrote on his blog how work happiness could be achieved with a simple change in mindset.

While resting at an airport in Alaska in a small, simple room, I watched the night shift employee Jennifer. In just ten minutes, she and my colleague discussed the influence of genetics on disease and her own unique take on the influence the earth’s rotation has on atmospheric warming.

Off to the side, I was shocked by her level of knowledge, so I curiously asked about her background. She was a geneticist from the American south, she knew how to fly a helicopter, was over 50 years old, and had three kids. She came to work in this small, polar town after her husband’s work transferred him here. She said she had already worked at that customer service desk for nine months, and she laughed: “I like this job because I don’t have to think too much, it’s simple and pleasant.”

Happiness at work comes from your own attitude. There are always people who can find happiness even in their tedious, repetitive jobs, and yet others are always dissatisfied regardless of how important and interesting their jobs are.

A good job isn’t something you go out and find, it’s something you discover while you’re working.

Meanwhile, Wall Street analysts started coverage of Alibaba on Wednesday and estimated that its shares could go as high as $178. That would make the company worth $500 billion.

Link to read the original Business Insider article

Shawn Achor's 7 Principles for The Happiness Advantage (BridgeBuilders STG Ltd. 2014)

Shawn Achor’s 7 Principles for The Happiness Advantage (BridgeBuilders STG Ltd. 2014)

Shawn Achor’s Happiness Advantage  Principles – (Megan  Early)

We are huge fans of Shawn Achor’s Happiness Advantage and use his seven principles in our Happiness At Work workshops and eLearning programmes.

These short 1minute movies by Megan Early are a great taster and introduction into Achor’s six of Achor’s seven principles:

Principle #1 ~ The Happiness Advantage – becoming happier in order to become more successful and productive

Principle #2 ~ The Fulcrum and the Lever – leveraging positivity

Principle #3 ~ The Tertris Effect – training our brains for optimism

Principle #4 ~ Falling Up – growing from set backs and failure

Principle #5 ~ The Zorro Circle – gaining control and mastery one small step at a time

Principle #6 ~ The 20-second Rule – reducing the obstacles and getting momentum

(Principle #7 ~ Social Investment – building strong relationships does not yet have a movie in this playlist)

Four Chambers: The Film

Four Chambers is an extraordinary film about life and living it to the full.

Imanuel Goncalves explores four life affirming and uplifting stories about compassion, courage, vision and wonder. Featuring the viral sensation, “The Cab Ride I’ll Never Forget”, wisdom and insight from the world’s top neurosurgeon Ben Carson, and the unforgettable stories of 5 year old Austin, and the horses of Greatwood, Four Chambers could change the way you see the world forever.


Happiness At Work edition #115

All of these stories and many more are collected together in this week’s new Happiness At Work #115 collection.

And here are our seven favourite practical guides you will find in this week’s toolbox of tips and techniques:


There Are Always a Million Distractions. Here’s How to Silence the Noise and Pay Attention.

…what are the main sources of intrusion, how do they affect us, and what can be done to curb them?

 10 Great Habits For Working From Home

…Regardless of whether you work at home once a month or every day, there are a handful of crucial habits you’ll need to adopt if you want to work effectively…

14 Things Successful People Do At Weekends (Infographic)

…from No.1 Making Time For Family and Friends to No. 14 Recharging…

How To Manage Every Personality Type

…if you know Myers-Briggs Personality Types this is an excellent resource to adapt your influencing approach to best match the people you want to connect with from, from ‘staying strictly logical with ESTJs’ to ‘always acknowledging good work from INFPs…

How To Encourage Growth Under A Controlling Boss

…three measures that can help both employees and leaders who have to deal with a controlling boss who is clearly stuck in the ‘this is the way things are done around here’ mindset to ensure that they are able to promote growth and collective success in their organisation.

How to be positive and realistic, at the same time

Psychologist and leadership consultant Kathy Kramer on what makes great leadership these days…

“Leaders do not realise how important they are in driving the change. They have a ripple effect that they often underestimate. People follow people, not just great ideas. Leaders have to put themselves into the equation – you are as important if not more so than any other strategy. People need to look at you, hear from you, and they need to know how much they matter.”

500 Most Popular Positive Psychology Pieces

…an really useful searchable, downloadable resource of free online resources in a database containing 500 of the most popular webpages, writings, articles and pieces written on positive psychology.  Worth filing away in your library of resources…

I hope you find plenty here to enjoy and use to your own happiness advantage.

Link to the full Happiness At Work edition #115 collection


Happiness At Work #111 ~ how to be happier at work

This week I have put happiness at work right in centre stage, and concentrate on what we can each do for ourselves to be happier at work, no matter what our current circumstances.  And thus, this means also looking at some of the skills we need to expand and strengthen our self-mastery.

It is interesting and exciting to us that the science of happiness at work really does seem to growing, both as a field of legitimate study and as a beacon of interest for professionals wanting to increase their own success and the success of their teams and organisations.

We know from our work making learning programmes with a variety of different professionals and organisations, that ‘happiness’ can seem, at best, like a luxurious extra, only to be contemplated when the harder agenda of results, efficiencies, increased performance and productive relationships have been achieved, and, at worst, like an irrelevant piece of frippery that has no place whatsoever in the serious business of business.

But we know, too, from the growing research findings, case studies, intelligence garnered from psychology, neurology, biology and economics, as well as our own experience with what works best, that happiness at work is a baseline essential for all of the other outcomes we aim to accomplish:  high quality results, customer service and staff relationships, peak performance and productivity, high motivation and engagement, successful learning, creativity and resilience and high levels of employee loyalty, commitment and retention.

And we now know conclusively, too, that ‘happiness’ is the engine that drives and sustains all of these outcomes, not the other way around.

These 2 Keys To Happiness At Work May Surprise You

by Alexander Kjerulf

(This article is adapted from Happy Hour is 9 to 5: How to Love Your Job, Love Your Life and Kick Butt at Work.)

…if raises, bonuses, perks and promotions aren’t the key to a happy work life, what is?

This has been the subject of extensive research over the last few decades, and it seems it comes down to two things: results and relationships.

One Key to Work Happiness: Results

Results is about making a difference at work, knowing that your job is important, getting appreciation and doing work that you can be proud of.
Results comes from having all the resources, skills, training and time to do a really good job. But it also comes from your own attitude. Do you actually care about the quality of your work or are you just putting in the hours?

Three great ways to get that feeling of results:

Offer and receive praise and recognition Great workplaces have a culture of recognition, where people who do good work are acknowledged and praised.

Celebrate success In many companies, a project that goes well is never mentioned again and a lot of time is spent finding and fixing mistakes. I say: We should turn that around and be sure to celebrate the results we achieve.

Help others One hallmark of a toxic workplace is that everyone is in it for themselves. In great workplaces, people freely help each other whenever they can, boosting everyone’s performance.

Another Key to Work Happiness: Relationships

Relationships are about liking the people you work with, having a good manager and feeling like you belong.

In short, we are happy at work when we do great work together with great people. Three great ways to create good workplace relationships:

Say “good morning” It seems banal (and honestly it is), but actually saying a friendly cheerful “good morning” to your co-workers helps create better relationships.

Take breaks together More and more people feel so busy at work that they skip coffee breaks and eat lunch alone at their desk. That’s a shame.

Make sure to take breaks with your co-workers and use them as a chance to connect.

Offer random acts of workplace kindness Do little things to surprise and delight co-workers, like bringing someone a cup of coffee out of the blue.

Link to read the original article in full

How To Keep Workers Happy – It’s Not What You Think

by William Craig

happiness at work - it's not what you may think

happiness at work – it’s not what you may think

Happiness in the workplace is something of a double-edged sword. Yes, having happy employees is critical to the success of any company, but there are plenty of ways that bending over backwards to put a smile on your workers’ faces can backfire. As with everything else, balance is key.

Myth #1: Employees should be kept happy 24/7

Let’s start simple. As a boss, you’re neither able nor expected to be in charge of your employees’ happiness every second of every workday.

The thing about employee culture is that participation should never be compulsory. Yes, you should encourage employees to get together outside of regular business hours, but don’t force it. That kind of “extracurricular” contact could go a long way toward helping your team work more effectively together while they’re on the clock; encourage it, but don’t try to mandate it.

What any boss needs to understand is that the people he or she oversees have lives of their own, with individual hopes, desires, worries, sources of stress and, yes, plans for what they want to do after work. We are not our job descriptions, after all.

Employees have plenty of their own reasons for being less than enthusiastic on any given day. If their discontent has something to do with working conditions, then you have your work cut out for you. But if it’s something to do with their personal lives? Well, then, that’s really not your concern unless it starts to interfere with their work.

Onno Hamburer, the author of the Happiness at Work e-book, understands that negative feelings are a part of daily life: “…Even when things are going well, we sometimes need negative feelings, as they serve as a warning when there is a chance that things may go wrong. Negative emotions also help bring about change.”

Trying to create happiness is putting the cart before the horse. If you focus first and most intently on creating a welcoming environment with a high hiring bar, your happiness “problem” will probably take care of itself.

Myth #2: The ‘good guy boss’ is the best kind of boss

Being a boss obviously brings with it a host of challenges, and chief among them is the whole identity crisis thing.

What I mean is that there are a number of management styles available to you, and while you’ll probably find that some combination of them will get you the best results, there are still stereotypes that you’ll want to avoid.

One of these is the “good guy boss.” This is the boss who wants to be everybody’s best friend – who feels honour-bound to wear a smile, say yes all the time, and generally sacrifices objectivity for artifice.

I understand the appeal; everybody wants to be liked. And, yes, to a certain extent, being a likeable boss is pretty essential to morale. Just keep in mind that being likedand being effective are not always the same thing.

So what does the good guy boss look like? He’s the one who’s always smiling, even though it looks a little bit more pained than it used to. He’s the one who never says noto his employees, even when it will hurt the company.

Here’s the thing – being a good guy boss every second of the day could actually hurt you. Here’s how:

  • Your employees won’t bring serious issues to your attention. You probably have people in your life who can’t handle criticism; we all run into them from time to time. If you’re the kind of boss who’s unrealistically positive every day, you’re going to give the impression that you don’t want to hear bad news or receive constructive criticism, however badly they may be needed.
  • You’ll be putting unnecessary pressure on your employees. Employee expectations are essential, but you don’t usually see “relentlessly sunny disposition” on the list of prerequisites. Being a good guy boss puts quite a lot of pressure on your employees to match the intensity of your smile and optimism, when the truth is that contentment is not a one-size-fits-all proposition.
  • Your customers may not respect you. Customers are always going to be interested in how their business partners treat their employees. This is particularly true in the retail scene, but it holds up in just about every industry. They want to know that you have the respect and trust of your employees, but if you try too hard to be the good guy boss, your customers will think you’re a pushover.

I’m not saying it’s impossible or inappropriate to be a positive, well-liked, and optimistic boss; the only danger comes from replacing things like objectivity and honesty with artifice. Your focus needs to be on creating an atmosphere of trust and mutual respect, rather than on being liked no matter what.

Myth #3: Happiness is not the same thing as engagement
Despite what Gallup might tell you, happiness is not the same thing as engagement, no matter how often we use them interchangeably.

I’m going to make a slightly ridiculous comparison, so bear with me. If you’ve ever owned a cat, you probably know that they go crazy for string. You can drag it around and they’ll run and jump to catch up with it. After a while, though, they’ll tire of the stimulation, lie down, and only halfheartedly reach for the string while they repose lazily on the carpet. The pursuit of the reward is no longer worth their time.

In this example, the cat is your workforce and the string is, well, whatever you want it to be. Taco Tuesdays? Free shots of Yukon Jack at 3PM every day? You might be temporarily improving their happiness with relentless boondoggles, but too much of a good thing and they’ll stop putting in the effort to catch the proverbial string. Simply put, they’ll be happy and probably complacent, but they won’t be engaged. And they certainly won’t do their best work.

For the record: the occasional Taco Tuesday is wonderful for morale. Just don’t overdo it.

If I can put my WebpageFX hat back on for a moment, I’ll point out that we’ve seen really wonderful results from providing unique experiences for our employees – usually once a month or so (September’s was a sushi-making class). They’re not a direct reward for good performance – not exactly. The difference is that employees understand that we’re looking out for their happiness, and they very naturally look for ways to feel that they’ve earned it.

Link to read the original article

Zappos is one of the poster organisations for happiness at work.  Amazon reportedly bought the company for its superb customer relations, and these are achieved by an explicit an active commitment to employee happiness.  Here are some top tips about how to achieve this from one its founders, and now CEO of Delivering Happiness, Jenn Lim…

5 Ways to Be Happier at Work


When former Zappos culture consultant Jenn Lim climbed Mount Kilimanjaro with Tony Hsieh, it was one of the most meaningful experiences of her life.

When we’re young, we often idealise work, as if our ascent to success will be as clear and rewarding as a climb up Mount Kilimanjaro. But as we get into the working world, the reality sets in: there is boredom, apathy, and resentment. We’re not so sure we’re heading in the right direction, and we have no idea if we’ll ever make it.

As CEO of Delivering Happiness, Lim’s goal is to provide resources and information on how to find more happiness and meaning in the workplace and beyond. Beginning as a book by Hsieh, Delivering Happiness has flourished into a movement that brings together like-minded individuals online and offline, provides coaching for businesses, and works with schools to teach happiness to students.

Delivering Happiness promotes the idea, backed by positive psychology research, that happier people are more productive. Research has shown that happiness can boost our intelligence, creativity, and energy. It can increase our job security, job retention, resilience, productivity (by 31%), and sales skills (by 37%). Happiness reduces rates of burnout and turnover.

We caught up with Lim to hear some of the lessons they’ve learned about how to make work happier and more meaningful. Here they are:

Choose happiness

Psychology studies suggest that 40-90% of our happiness is a choice, Lim says. In other words, whatever our genetics or life circumstances, a substantial portion of our well-being comes down to attitudes and behaviors. If we want to be happy, we have to truly decide to be happy.

That also means that we can’t completely blame our bosses or our work environment for bringing us down. Just because our company isn’t on board with the happiness movement doesn’t mean we are powerless. “If you change your individual world, then together we can actually change the world,” says Lim.

Define your values

One of the reasons why it’s so key for a company to articulate its values is because employees need to figure out if their values align with the company’s. When we feel bored or down, it might be because the tasks we’re doing aren’t in line with our values. For example, if being social and helping others is important to us but we spend all day in our cubicle typing up reports, it makes sense to feel disconnected. 

At Delivering Happiness, their first value is “be true to your weird self.” Among their “motley crew” of 25 people – who sometimes refer to themselves as the “Bad News Bears” – individuality is respected and encouraged.

If we’re not sure of our values, one exercise Lim recommends is to identify the highs and lows in our life and look at which values were present or absent during those times. She actually found her purpose in life amidst one of the lows: losing her father to colon cancer. During that time, she took on the role of information disseminator, researching online and communicating with her father and his doctors. She realized that that was her purpose – to be a conduit of information – and today she’s fulfilling it by disseminating know-how about happiness. Her values shifted from a focus on money, title, and status to a focus on people.


As Mihaly Csikszentmihalyi recounts in his book Flow, that feeling of full engagement and immersion happens when we’re operating at a high skill level to achieve a big challenge. If there’s a mismatch between our skills and the challenge, we’ll either feel bored or frustrated. To be happier at work, Lim says, we should aim to achieve flow once a day – which might mean seeking out bigger challenges.


The research is clear on this point: happier people have better relationships, and relationships make us happier. People in the top 10% of happiness have the most active social lives, and social support predicts happiness much better than GPA, income, SAT scores, age, gender, or race.

To make more connections at work, Lim suggests sharing our passions and hobbies with our coworkers. We’re bound to find someone with a similar interest, and that commonality can be the spark that leads to a relationship.


At the same time, says Lim, part of finding meaning and happiness is figuring out what we don’t like. We live in an age where we can explore, make mistakes, and learn from them. The way to find happiness, she says, is to be open to new opportunities – sometimes the thing that makes us happy is something we could never have predicted or imagined.

Read the original article here

3 New Scientific Findings About Happiness

Positive psychology is a relatively new field that’s churning out insights on how normal people can be stronger and happier every year. Here are a few recent ones.

Happiness may be as old as the human race. The idea of rigorously studying happiness, however, is far newer.

For most of its history, psychology was exclusively concerned with helping those who were struggling. It was a discipline whose main occupation was “spot the loony,” as Martin Seligman, the father of “positive psychology” joked in his TED talk.

Then just a decade or so ago something shifted. Psychology started to look not just at those who were sick, but also those were well, investigating not just how to fix the broken, but also how to help the normal flourish.   Studying happiness, in other words, became a thing. Today the investigation continues with important findings rolling out of labs and research institutes regularly.

PsyBlog recently rounded up ten of the most fascinating recent studies. Here are a few to get you started.

1. Happiness activates your body from head to toe.

We tend to think of happiness as a state of mind. Sure, it gives you a warm glow, but that’s mostly metaphorical, right?

Actually no. When Finnish researchers induced various emotions in 700 study subjects and then asked them to colour in a detailed body map, they discovered that feeling good isn’t just metaphorically or mentally energizing, it actually energizes the whole body.

Happiness is the one emotion that fills the whole body with activity, including the legs, perhaps indicating that happy people feel ready to spring into action, or maybe do a jig,” says PsyBlog.

2. Being nice to others increases happiness.

Maybe this isn’t the most shocking finding on the individual level – most of us have experienced the joy of making someone else’s life a little easier – but scientists recently found the same principle applies to whole communities as well. The research team looked at how 255 American metropolitan areas reacted to the disruptions and challenges caused by the recent financial crisis and found “that communities that pull together – essentially doing nice little things for each other like volunteering and helping a neighbour out – are happier.”

“Social capital has a protective effect: people are happier when they do the right thing,” concludes PsyBlog.

3. School can’t teach you to be happy.

Getting that PhD may help you come up with an important scientific breakthrough, score a world-class job, or understand the intricacies of Renaissance poetry, but chances are it won’t make bring you any closer to happiness. Friends and family, it seems, are the best way to do that.

“Relationships have stronger associations with happiness than academic achievement, according to a recent study,” PsyBlog reports. “Whilst strong social relationships in childhood and adolescence were associated with happier adults, the associations with academic achievement were much lower.”

Looking for more evidence that happiness isn’t down to fancy degrees. The lead researcher behind one of the longest-running studies of human flourishing ever (the Grant Study that tracked 268 Harvard grads for more than 75 years), boiled down decades upon decades of data to this conclusion: “Happiness is love. Full stop.

Read the original article here

If there is one challenge above all others that we find comes to the top of our skills training workshops it has to be the fine and imprecise art of achieving balance.  Striving to get work-life balance has become harder and harder as the increasing demands of our work have combined with the technology that makes being always switched on not only possible but our default state.  And as more and more of us find a real sense of vocation and purpose in our work, setting and keeping boundaries that give us space outside and away from our work become harder to realise.

Help with this comes from another headliner in the emergent happiness at work field is mindfulness expert and author of Real Happiness At Work, Sharon Salzburg, and her teaching that gives us ways to combine the discipline of self-mastery into the realities of our working lives.

Striking the Right Balance At Work

by Rene Lynch

“I think we can all understand happiness as something much deeper than just having a good time. It speaks to a type of resiliency, an ability to recover from mistakes or setbacks.” 

Consider for a moment what you hate about your job. (Everybody hates something about their job, right?) Maybe your boss is a screamer. Your co-workers are conniving backstabbers. And you feel like you’re on a dead-end career path.

Now, what if you reframed those work problems as opportunities for personal growth and self-examination?

Sharon Salzberg, author of “Real Happiness at Work,” says many Americans who feel increasingly frustrated, overworked and underappreciated have more control over their work lives than they may realize.

The title of the book is eye-catching. It’s been sitting on my desk, and people walk by and point to it and say something along the lines of “Yeah, right. No such thing.”

I hear that all the time. People say, “Hey, we don’t call it ‘play’; we call it ‘work.’ We’re not supposed to have a good time doing it.” But I think we can all understand happiness as something much deeper than just having a good time. It speaks to a type of resiliency, an ability to recover from mistakes or setbacks. I think everyone actually wants to be happier at work.

So happiness isn’t as much about having a blast at work but finding something meaningful in whatever it is you are doing?

Yes. By happiness, we are talking about the challenges of taking our deepest values and bringing them to work. … We can really have the intention to do whatever we are doing very well, where we’re not halfhearted, where we try to make every encounter something where we truly listen and care about the other person and see what comes out of that different sort of awareness.

The trick seems to be how to get to that place. The tools you suggest in your book revolve around mindfulness and meditation.

I’ve heard this phrase … “email apnea,” where we stop breathing or breathe in a shallow fashion when we are checking our email. That has a profound physiological effect. I think it’s powerful to take notice of the moments in the day when we are starting to feel that anger, that anxiety, that irritation, or when we are starting to feel like we are not breathing. I would suggest you begin by trying to establish even a very short period of [a meditation or mindfulness] practice at home, where you even take five minutes to push out all the distractions and focus on the breath.

How does that transfer to the office setting?

When tempers are starting to flare, tensions are starting to rise, we can recognize it and come back to ourselves. It’s taking a step back. Mindfulness is about changing our relationship to our thoughts, to our feelings, so we have more balance and clarity. Then you begin to realize when you are starting to get angry. Not when you’ve written the email and pressed send. One of the great benefits to mindfulness in the workplace is that it releases us from tunnel vision.

So many of the challenges we face at work revolve around communication. We seem to ping back and forth between a fear of asking for what we want or need, or exploding in anger and irritation. Why is it so hard to strike the right balance?

A lot of it is knowing your motivation. What are you trying to accomplish? Do you want to be seen as right? Do you want revenge? Do you want to get back at someone? Even if we need to say something that is difficult, we can still be kind.

Somebody I spoke to who had a great difficulty saying “no.” [Using mindfulness and meditation training], she recognized the feelings, the sense of panic that she’d feel when she was asked to do more and more. She trained herself to recognize the pattern and to draw clearer boundaries. But in a nice way. She was able to grow in herself.

Link to read the original article

by Henrik Edberg

Did you ever stop to think, and forget to start again?”

“Well,” said Pooh, “what I like best — ” and then he had to stop and think. Because although eating honey was a very good thing to do, there was a moment just before you began to eat it which was better than when you were, but he didn’t know what it was called.”

Winnie the Pooh is a kind bear. He cares greatly about his friends.

And he has always seemed like a pretty happy bear to me.

He’s also a favourite of mine so today I’d like to simply share 5 of my favourite happiness tips from that honey loving bear.

1. Don’t get bogged down in details.

“You can’t help respecting anybody who can spell TUESDAY, even if he doesn’t spell it right; but spelling isn’t everything. There are days when spelling Tuesday simply doesn’t count.”

Getting bogged down in details, focusing on the small problems can have advantages. But it can also make you miss the big picture. What’s really important in your life.

Don’t make the classic mistakes of spending too much time nitpicking or making mountains out of molehills. Relax instead. Focus on the positive things you have and want in your life.

Keep your attention on that. Work towards that. The days may seem long but the years are often pretty short. So live them instead constantly inspecting, criticizing or overthinking them.

2. Be proactive. Take the lead.

“You can’t stay in your corner of the Forest waiting for others to come to you. You have to go to them sometimes.”

It’s easy to get locked into a reactive mindset. You just follow along with whatever is happening. You do what the people around you do. You react to whatever is going on.

And so you get lost in your circumstances. This way of thinking doesn’t feel too good. You tend to feel powerless and like you are just drifting along in life.

Another way of going about things to be proactive. To be the one who takes action first and to take the lead. It’s not always easy though. You have to get out of your comfort zone and it can feel scary.

So to not get lost in procrastination take it one small step at time. Just be proactive instead of reactive about one little thing in your life today. Start with that action and then build your proactiveness muscle step by small step.

3. Keep conversations simple and positive.

“It is more fun to talk with someone who doesn’t use long, difficult words but rather short, easy words like “What about lunch?”

What do people want in a conversations and relationships?

Long-winded negative babbling?

Or positive, focused talks where it is interesting to listen, communicate and exchange ideas?

Although the answer probably varies but I’d rather spend most of my time with doing the latter.

Three tips that help me to keep the conversation positive and focused are:

  • Live a positive life. If you focus on the positive in your daily life then it’s usually no problem to keep focusing on it and talking about it in conversations. More on that in the last tip in this article.
  • Be aware and alert. If you know that you have a problem with excessive ramblings then simply being aware of this can help you to stop yourself more and more often before you go off into babbling.
  • Use words that helps you to get through. No need to try to impress people with big and complicated words when it’s not needed. Focus on getting through to others and communicating by using simple words that anyone can understand.

4. Do nothing once in a while.

“Don’t underestimate the value of Doing Nothing, of just going along, listening to all the things you can’t hear, and not bothering.”

Although it feels good to work towards your dreams and doing the things you love I find that things tend to go better and I feel better if there is a balance.

If I take some time each week to do pretty much nothing. If I just spend time with myself on a walk in the woods or by the ocean for example.

By doing so I unload my mind. I relax fully and so life becomes less heavy and burdensome and I tend to have less stress and worries during the rest of my week.

5. Appreciate the little things.

“Nobody can be uncheered with a balloon.”

Daily happiness is to a large part about appreciating the small things.

If you just allow yourself to be happy when accomplishing a big goal or when you have some great luck then you are making life harder than it needs to be.

Instead, focus on appreciating things that you may take for granted.

Take 2 minutes and find things in your life you can appreciate right now.

The funny thing is that if you just start appreciating something you can very quickly start jumping around with your attention and appreciate just about anything around you.

You may start with the food you are eating right now. Then move your attention to the phone and appreciate that you can contact anyone – and be contacted by anyone – you’d like.

You might then move your attention outside, through the window and see the wonderful sunshine, then kids having fun with a football and then the tree by the road turning into wonderful autumn colours. And so on.

It might not sound like much. But this simple 2 minute exercise can help you to uncover a lot of the happiness that is already in your daily life.

Whether you are feeling really good or really bad, emotions are felt more intensely when the ambient lighting is brighter, according to recent research (Xu et al., 2013).

Since many decisions are made under strong lighting conditions, turning down the lights may help you make less emotional decisions.

The study, published in the Journal of Consumer Psychology, also has implications for those experiencing depression, as Alison Jing Xu, the study’s lead author explained:

“…evidence shows that on sunny days people are more optimistic about the stock market, report higher wellbeing and are more helpful, while extended exposure to dark, gloomy days can result in seasonal affective disorder.

Contrary to these results, we found that on sunny days depression-prone people actually become more depressed.”

Across six experiments the researchers gave participants various tests in both brightly and dimly lit rooms.

They found that:

  • Bright lights increase our perception of heat: people feel warmer when they are in a brighter area.
  • People order spicier food when the lights are brighter: we want to be thrilled in the light.
  • Aggressive people are judged to be even more aggressive when the judges are sitting under bright lights.
  • People find others more attractive when in bright rooms.
  • People react more strongly to both positive and negative words under bright lights.

What these experiments are telling us, the authors explain, is:

“Bright light usually correlates with heat, and heat is linked to emotional intensity.

This psychological experience of heat turns on the hot emotional system, intensifying a person’s emotional reactions to any stimulus.

Thus, in bright light, good feels better and bad feels worse.” (Xu et al., 2013).

So, to turn down your emotions, try turning down the lights.

And to turn them up, flick the switch on!

Link to read the original article

There are a number of studies that have shown the importance of the routines and habits we use to start our day with to how happy that day will then be.

In this new research, this idea is looked at specifically in relation to how we start our work day, and provides some good food for thought about why it might be worth our time and effort to get as right as possible, both for ourselves and for anyone we manage…

How start-of-day mood impacts work performance

Most managers don’t give much thought to the experiences their employees are having right before they get to work. Maybe one employee sat in hellacious traffic and another quarreled with her teenage daughter. Someone else dropped a buttered bagel on his new shirt. Others spent time getting elderly parents ready for their daytime routine. Managers would do well to pay more attention to their staffers’ morning moods.

My research with Steffanie Wilk, an associate professor at the Fisher College of Business at the Ohio State University, shows that start-of-day mood can last longer than one might think—and have a significant effect on job performance.

In our study, “Waking Up On The Right Or Wrong Side Of The Bed: Start-Of-Workday Mood, Work Events, Employee Affect, And Performance,”i we examined how start-of-workday mood serves as an “affective prime.” An affective prime—similar to the proverbial rose-colored glasses–is something in an environment or situation that orients you to see and respond to events in a certain way. Our work builds on research on affect (emotion) in organizations, a growing focus in recent years.  In our study, we asked the question of whether start of day mood or “waking up on the right or wrong side of the desk” could follow employees throughout the day and influence their work performance.

Both vicious and virtuous cycles emerged, linked to how employees felt at the beginning of the day. People who started out happy or calm usually stayed that way all day, and interacting with customers tended to further enhance their mood. For the most part, people who were already in a terrible mood didn’t really climb out of it, and felt even worse after interacting with positive customers.

Self-mastery is one of the themes I return to again and again, because happiness, as much as our learning, begins and works from ourselves: knowing ourselves and what ‘playing to our strengths’ means for us, and then increasing our capacity to think helpfully about the situations we face and creatively about the possible responses we might bring to progress them and move things forward.  And this is quite likely to mean changing what we are doing in fundamental and long-lasting ways and starting and maintaining a new habit is not easy.  Here is a helpful approach to get our best resolutions off the ground and making them ongoing…

3 Simple Ways to Make Exercise a Habit

by James Clear

A lot of people want to build an exercise habit that sticks. (A 2012 survey analysed the top ten habits of  thousands of people and found that exercise was number one by a long shot. [1])

Of course, wanting to make exercise a habit and actually doing it are two different things. Changing your behavior is difficult. Living a new type of lifestyle is hard. This is especially true when you throw in very personal feelings about body image and self-worth.

But there are some strategies that can make it easier to stick with an exercise habit.

Here are 3 simple ways to make exercise a habit.

1. Develop a ritual to make starting easier.

…if you can find a way to make getting started easier, then you can find a way to make building a habit easier. This is why rituals and routines are so important. If you can develop a ritual that makes starting your workout mindless and automatic, then it will be much easier to follow through…

“During the next week I will exercise on [DAY] at [TIME OF DAY] at [PLACE].”

One research study showed that people who filled out this sentence above were 2 to 3 times more likely to exercise over the long run. This is a psychology concept called implementation intentions and there are hundreds of studies to back it up.

2. Start with an exercise that is ridiculously small.

The best way to make exercise a habit is to start with an exercise that is so easy that you can do it even when you are running low on willpower and motivation. In the words of Leo Babauta, start with something that is so easy you can’t say no…

Here’s one strategy that you can use in the beginning: The 2-Minute Rule.

It’s very simple: focus on finding a way to get started in just 2 minutes rather than worrying about your entire workout…

3. Focus on the habit first and the results later.

What matters most in the beginning is establishing a new normal and building a new routine that you will stick to; not the results that you get. In other words, in the first 6 months it is more important to not miss workouts than it is to make progress. Once you become the type of person who doesn’t miss workouts, then you can worry about making progress and improving…

Read the full article here

Much of what we know about how to be happier at work, and how to make it easier and more likely for others to be happier at work too, is wisdom that we already have in what we tend to call common sense, hardwired into us from our centuries of being successful human beings.  Strange then that so much of this intelligence can leave us when we are at work, whether because we just forget it in our keenness to adopt the cultural protocols of the prevailing environment we find ourselves in, or because we come to believe that everyday niceties of kindness, politeness, respect and generosity have no legitimacy in the fast-paced results-driven world of work.  Wrong, as this article that pulls out a few choice quotes from people about their managers points up…

Straight from the Employee’s Mouth: 3 Keys to Being A Successful Manager


Managers are the No. 1 influence on employee engagement in the workplace, while being one of the most under-trained positions in the business world.

As a result, there is a wealth of white papers, scientific studies, and entire organizations devoted to figuring out what makes managers effective at motivating and leading others. But there’s one study by Quantum Workplace, The 50 Best and Worst Recognition Comments of 2013, that goes to the horse’s mouth to find out what employees are really saying.

Quantum Workplace compiles some of the most compelling recognition-related comments found in Best Places to Work and TeamPulse surveys for the annual publication, and it’s a great snapshot of the ground-floor recognition needs of today’s employees.

On the subject of poor management, these were choice comments:

  • “As time has passed, I’ve become more and more convinced that I am invisible. My manager does not care about my growth and development at all. I am very much looking forward to finding a job with a different company.”
  • “Recognition is given to those who put in the most hours, not those who do the best work.
  • “Would a ‘thank you’ be so hard?
  • We just go through the motions so we don’t get yelled at and can get home by 5.”

How workers view good managers

Here’s what people had to say about good managers:

  • Management gives constructive criticism when it’s needed and praise when it’s due.
  • “I appreciate the small incentives, general kindness, and ‘thank-you’s’ for a job well-done”
  • Senior management talks with us to find out what motivates us to strive for company goals. They use those means of motivation to show that they really care about their employees.”
  • I have a great supervisor who listens and considers my thoughts and ideas.”

The Three Keys

When you hear it straight from employees it all seems pretty simple, and that’s because it is!  The keys are:

  1. Give – your time, your interest, your attention, yourself.
  2. Listen; and
  3. Recognise and appreciate what people do.

NB I have amended these three keys from the original article (Ed.)

Link to read the original article its author’s suggested three keys 

One of the greatest destroyers of happiness at work is any perception of unfairness or inequality.  Study after study has shown that people are prepared to be happy to put up with all sorts of hardships, provided they believe that the pain is being equally shared, but the y will feel unhappy and even militant the moment they feel that someone is being given preferential treatment of any kind.  The same is true when we look at studies of societies and nations, which is one of the reasons that Denmark consistently achieves the highest rankings in global happiness rankings.

This report on the work eBay is doing to overcome gender equality stands out for its relevance and pertinence for all of us, while also underscoring the difficulty of the challenges still be successfully conquered…

In 2010, eBay embarked on a journey to bring more women into its top ranks. It found that commitment, measurement, and culture outweigh a business case and HR policies.

by Michelle Angier and Beth Axelrod

Changing the culture—for everyone

Since WIN began, eBay has more than doubled the number of women in leadership roles. At the same time, we have increased the proportion of women in leadership by improving the promotion rates and (notably) our retention of female leaders. We’ve made progress across all businesses, functions, geographic regions, and key workforce segments, including technology. Yet the numbers can also tell a different story. At the most senior level, we are still almost exclusively male, and our board diversity remains a work in progress. Despite the impressive increase in numbers at the director-and-above level, we are far from declaring victory and are in fact humbled by our experience thus far.

We know that shifting the culture to improve the day-to-day experience of women at eBay has only just begun. Yet cultural change is essential because culture trumps all: even the best policies fail if employees think it isn’t really acceptable to avail themselves of them without hurting their careers. Furthermore, women must have faith that our people processes are fair to feel confident that they can build lasting careers at eBay.

The perception of fairness in people processes matters to everyone, not just women. Many of the concerns they expressed in our survey—for example, about promotions, hiring, challenging assignments, mentorship, or the visibility of job opportunities—worried men too. By improving our execution and the perceived fairness of our people processes, we can make eBay a better place for women and men to build their careers.

This is no small undertaking—nearly 6,000 people managers around the globe must raise their game—but it is also a tremendous opportunity. We intend to spur cultural change through multiple efforts, including our people-manager-effectiveness initiative already under way. We have just embarked on this journey.

As we reflect on what drove the early progress of our gender-diversity initiative, it is clear that a few things mattered most: senior leadership commitment and conviction, a focus on a few people processes, and the measurement of our data. Our continued progress will require shifting mind-sets and changing our culture so each employee gains a greater awareness and understanding of these issues and becomes better equipped to embrace our differences and support our successes.

This isn’t just a journey for women. Academic research shows that everyone has gender biases and expectations. Women and men acquire these attitudes, many of them unconscious, early in life. Starting with the children we raise, we must rewrite the norms that limit both genders, and this will take time. “Meeting everybody where they’re at in the journey” is hard while establishing trust and sustaining momentum for change, but it’s a worthy effort. In the future, winning companies will be those that learn to deploy the entire workforce productively and inclusively. We hope eBay will be one of them.

Link to read the original article in full

Happiness At Work edition #111

Link to all of these articles and many more in this week’s Happiness At Work edition #111

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)


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


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 #107 ~ leadership lessons for us all

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

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

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

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


Organisational Change Can Start Wherever You Are

By Jesse Lyn Stoner

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

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

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

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

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

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

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

Make your own world better.

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

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

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

Don’t try to do it alone.

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

As a team, discuss these questions:

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

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

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

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

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

The Ripple Effect

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

Link to the original article



How to Grow Your Emotional Intelligence


How to Influence Your Manager: Passive Versus Proactive Followership

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

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

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

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

Offer Your Expertise, Not Your Inexperience

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

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

 Be a Trusted Contributor

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

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

Be Aware of your Manager’s Stress Levels

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

Link to read the original Switch & Shift article


A Googler’s Critique of Google Performance Reviews

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

How to Do Better

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

• Empowering employees to reward one another

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

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

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

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

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

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

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

Link to read the original article in full


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

from 360degree feedback: A Leadership Blog

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

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

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

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

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

Link to read the original article


4 Surefire Ways to Foster Creativity in Your Organisation

By ,

Here are 4 Surefire Ways to Foster Creativity in Your Organization

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

We Are in the Age of Creativity

In his book Linchpin, Seth Godin says it best:

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

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

Link to read the original article in full


7 Secrets Of Happy Small Business Owners


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

1) Associate with a Good Cause

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

2) Work & Life Balance

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

3) Disconnect & Recharge

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

4) Get to Know Your Team

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

5) Be Your Own Biggest Fan

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

6) Open Communication

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

7) Focus on Accomplishing Small Tasks

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

Link to the original article


Marcus Aurelius: Debts and Lessons

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

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

From his adopted father, Aurelius learned:

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

Link to read the original article in full


working woman


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


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

1. Take care of yourself

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

2. Keep short accounts

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

3. Be brave…

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

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

4. …and kind.

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

Link to the original article


Remembering Warren Bennis

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

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

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

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

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

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

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

Link to read the original article


The Four Leadership Lessons Millennials Really Need

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

1. There is no Eureka moment

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

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

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

2. 100 percent is easier than 98 percent

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

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

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

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

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

3. Networking: Become the buyer, not the seller

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

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

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

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

4. Trust yourself: no one has the right answer

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

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

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

Link to read the original Forbes article


Happiness At Work edition #107

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

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

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

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

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

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

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

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

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

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

And we can all learn to be happier.

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

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

The Importance of Happiness in the Workplace

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

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

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

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

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

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

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

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

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

Link to the original Leader to Leader article

Why Happiness At Work Really Matters


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


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