On Friday afternoon I had two presentations for two different groups of managers about 200 miles apart.

There was only one way I could possibly make both gigs. This is it:

Yep: A friggin’ helicopter.

I finished my presentation at a convention center in Odense at 4:45, took a taxi to a nearby field where the helicopter was waiting. I got on, and an hour later I was in Elsinore – just in time for my second gig.

Here I am on the chopper, just before takeoff:

In case you want to see more, here we are coming in to land in front of LO-Skolen in Elsinore:

I gotta tell ya – being dropped off at the second venue and the walking right in to start my presentation made me feel like a VIP. I could get used to this :o)

Meaning, Wholeness, and Change

cheapest viagra uk

Galba Bright, EQ expert extraordinnaire and producer of Tune Up Your EQ, yesterday posed quite a question:

“Meaning is a peculiarly individual and subjective thing. I wonder, if every worker pursued their own notion of meaning, how would that affect the corporate world?

I believe that question is related to the success–or failure–of every change initiative. Whether it’s about a new benefits package, introducing new technology, or figuring out where the entire family will go on vacation, meaning is

the core issue.

Why?

Because when we retain what is meaningful, we have a sense of wholeness. When we have a sense of wholeness, we can–by definition–bring all of ourselves to the game.

Conversely, if meaning is subverted in some way, so are we. Our enthusiasm and commitment diminish; only part of us is left, and it’s not the part that is ready to add value to the situation.

A Helpful Way to Think About Meaning, Worklife, and Change

Look. Corporations are in business to earn a profit. Without that, there wouldn’t be jobs or money for employees. Heck, there wouldn’t be employees!

However: without high-performing employees, there wouldn’t be highly profitable corporations.

Which means that both are giving and getting something out of the relationship. And that’s where I believe the frustration begins. The same people who would spend days, weeks, and months wining and dining a new love–gazing longingly into the other’s eyes–too often spend about 5 minutes sending out an email announcing a change that will impact work schedules, careers, income, and the well-being of families.

I’ve been involved in corporate life for more than 30 years. Most executives I know do acknowledge the personal difficulties inherent with change. But here’s where it gets icky: somehow, along the way, a particular defense mechanism has been allowed to serve as an acceptable “reason” for all kinds of behavior. And that is the phrase, “This is a business.”

When that is uttered, somehow everyone within earshot is supposed to nod knowingly, acknowledging that the business gods–wherever they are–deserve whatever sacrificial offering is required to keep them looking favorably upon that company’s shareholder value.

“This is a business.” Knock it off, we all know that. In fact, that’s why we’re all here!

But we’re all here for another reason.

This business allows us to fulfill some deeper sense of meaning and purpose in our lives. For some, it’s the work itself. For others, it may offer the means to buy a first home and start a much longed-for family. For still others, the location of the workplace may have meaning if one needs to care for elderly or suffering family members. And, yes, there are many who are working simply to have enough money to retire. They’ve decided that they’ll delay certain kinds of satisfaction so that they don’t need to worry during their later years.

They are all personal and all valid.

Meaningful Changes Mean Meaningful Conversations

My experience shows that this is the part that makes the biggest, positive difference but is most neglected. Now, follow me carefully, please.

Companies cannot satisfy all elements of the definitions of meaning that all of its employees bring to the table. In fact, none of us has the ability to satisfy all of the definitions of meaning that lie within our spouses, children, and closest friends.

Well, if that’s the case, what can you do?

You can start the right conversation and not let it finish until it’s finished. Here’s what I mean:

I recently had a chance to manage (vs. advise) a change project. It was a long-time client whose leader didn’t feel as if there was the right expertise internally to do this particular change (it involved a team that had had no manager for a long time. That’s another story).

After calling the group of 9 people together and announcing the upcoming work changes, I made this statement:

“The changes themselves aren’t negotiable (I explained why). However, how you can decide how best to organize and execute them . Why? Because you are seen as the experts when it comes to this function.

Before we do anything, I want to have a discussion about your initial reaction. What you see as immediately positive and why, what’s lousy and why, and how this will impact your life.”

And I just sat back until the first person started talking. It was fascinating. No one disagreed with the desirability of the changes and the fact that they were good for the long-term health of the company. What did emerge, quite emotionally, were the personal issues that would be created:

“How do you expect me to take my daughter to school if I have to come in at 7 a.m.?”

“I don’t know if I can learn the new technology. I don’t want to look like a fool or be considered ‘too old and set in my ways’ to try something new. That’s not it. I’m just scared. I work hard at what I do, but I’ve learned to do it well so that I don’t have to worry about people thinking I’m not a good worker.”

“This means I will have to have direct contact with the CEO once a week. I’ve never, ever been in a meeting with the CEO let alone have to meet with him and discuss issues. I don’t see myself as someone who works with a CEO.”

These are actual examples. There were many more.

Here’s what happened:

Over the course of three months, we met every other week. The process of getting things done had to be interrupted regularly to allow people to vent, rant, celebrate, nudge each other…you name it.

At month five, it’s obvious that this is working out well. But I still have to allow time for people to backtrack, backslide, vent about things from the first meeting, and then bring themselves back to the present moment.

What’s really happening here?

People had assigned a certain meaning to their work. Their work changed. They had to make sure that the core of their original meaning was intact. And the way they did that was to offer up how they actually felt, try out some changes, go backwards, offer up how they felt, go forward, and ultimately discover that they are still whole. But their wholeness was allowed to be seen as a result of them being allowed to be themselves. Who they are was never questioned. Being allowed to decide how they would work acknowledged their uniqueness and talent.

But they had

to be allowed to have meaningful conversations, regardless of the feelings involved.

The outcome: The company saw it’s intent and meaning for this project realized; the team members did the same; the overall outcome created a new meaning in the depth of relationship between the corporate entity and the people involved.

Finally. . .

Alex should be back with some wonderful stories and in good form on Monday. I want to thank him for his trust here at the CHO blog and the chance to meet his regular readers through comments and e-mails.

Most of all, I hope that something in the conversation this week has created meaning for you.

Until we meet again. . .

Steve Roesler will now be re-learning Typepad as he returns to home base at All Things Workplace.

It Has Finally Happened. . .

There is a backlash against Happiness. Honest.

Coach, consultant, and prolific writer Peter Vajda, Ph.D.–see comments from yesterday–forwarded a Newsweek article titled:

Happiness: Enough Already

(If Alex sees this, he’ll be snowboarding directly into the Newsweek offices. Someone should warn the editors to look out for a Great Dane in a ski cap!)

I don’t know about you, but I confess I’ve never, ever heard someone say, “I’m tired of being happy. I want to work on some serious misery.”

Well, according to the article, apparently those wild-and-crazy Scots are the exception to the rule:

Psychologist Ed Diener, who has studied happiness for more that 25 years, visited Scotland recently. He explained to members of Parliament and business leaders that it would be valuable to add a national index of happiness to the usual measures of a country’s wealth. Professor Diener explained that such an index would measure things known to increase people’s sense of well-being, e.g., democratic freedoms, health care, the rule of law…

The Scots liked the idea of freedom, good health care, rule of law…but not because they make people happier.

According to Diener: “They said too much happiness might not be such a good thing. They like being dour, and didn’t appreciate being told they should be happier.”

Had the good doctor consulted with me, I would have shared one word which would explain the foundation of all Tartan psycho-social behavior:

Haggis.

Titles Sell, But Don’t Always Reflect the Real Story

The CHO is all about happiness. He’s also about being real. So let’s get to some of the key parts of that Newsweek article.

1. There is an inclination–at least by some in the U.S.–to treat normal sadness as a problem. Worse, there is a portion of the population that simply wants to treat it with drugs. Take a “happy” pill.

But there isn’t one. Yet.

However, young people are being urged by their parents to take anti-depressants although the young people themselves are keenly aware of the normalcy of their situation. That is, something sad happened–so they feel sad!

This is a bit confusing to me. You and I hear about the importance of “authenticity” all the time. Turning our backs on how we are actually doing at a given moment can only cause problems down the road. Sooner or later, suppressed feelings emerge in unhealthy and unexpected ways.

2. The magazine perceives a backlash not against happiness, but against a group of people who insist that we be happier. In fact, according to the article, 85% of Americans say they are pretty happy. Yet there are those who insist that everyone should get even happier.

Peter points out in his comment that many folks have difficulty accurately naming what makes them happy. Yet they are very clear about what other people expect and often adjust behavior accordingly. (BTW: I am a very happy, satisfied guy. But I haven’t a clue what I would do if someone started singing “Don’t Worry, Get Happier!).

3. Citing a study of more than 118,000 people from 96 countries, the article says that the results were clear. The highest levels of happiness are attached to stable, long, contented relationships.

Happiness, Relationships, and Change

When we talk about happiness at work, aren’t we really saying that we want relationships that are mutually respectful, acknowledge our uniqueness, and offer an opportunity to grow?

I’m not sure any of us actually needed statistics to tell us that. But organizations–being organizations–do pay attention to the numbers. So it can’t hurt for employers and managers everywhere to look at the implications:

• If employee satisfaction is related to long-term, contented relationships, then constant re-organizations with a constant churn of co-workers and bosses is counterproductive.

• Change and
  generic viagra pills

  uncertainty are both normal yet not something that companies–or we as individuals– can control. However, organizations can be deliberate about bringing people together in the midst of change. This captures the inherent nature of existing relationships in order to build

  online viagra no prescription

  a sense of strength at a time when people may be feeling most vulnerable.

• Use the collective experience of those impacted to address issues that will affect them. This is an acknowledgment of respect as well as a satisfying use of individual talents.

Finally:

Jane left a well thought-out comment that you’ll want to check out. At the heart of it is the notion of choice. And one of the choices we have is to surround ourselves with people who have a positive approach to life.

And with that, I am contented. Until the next post

While Alex dons Lederhosen and his new Ride board for a run across the Austrian powder,  Happiness is being spread by Steve Roesler of All Things Workplace .

 Happiness: It’s Clearly Personal

Yesterday’s closing question, “How do you reconcile happiness and satisfaction with Change?” prompted

some heartfelt and wide-ranging thought.

Alik at Practice This weighed in quickly. His take? It’s about “setting achievable goals and concluding the week with happiness if all things get done satisfactorily.”

Kasper agreed with Alik and added a new notion: Instead of using the phrase “achievable goals,” think in terms of arriving at a “happiness condition.”
U. K. property expert Mark Harrison thought that I had implied that “contentment” was a product of “status quo.” After re-reading the post, I might surmise the same thing. Yet while I have no problem living in the moment and being content in my circumstances, my wife would tell you that I’m not much of a status quo guy:-)

Mark points to a couple of things that indicate movement/action:

1. Abraham Maslow’s Hierarchy of Needs, leading to self-actualization.

As an organization/behavioral development consultant for more than 30 years, old Abe pops up on the radar screen regularly in my work. His theory is popular because it intuitively makes sense. Interestingly, it has never been scientifically validated. It has what is known as “face” validation. That means, “It makes sense to me and it fits.”

What’s important to take away is this: Self-actualization implies that each person has to consciously define what that means in order to achieve a sense of satisfaction. Different people will change or raise their sights according to who they are; but it’s a personal choice as well as a personal responsibility.

2. Earl Nightingale, Revised Harrison Version (RHV)

Earl Nightingale was one of the original personal growth/motivational writers and a producer of much multi-media material still in circulation today. He had a definition of success that is sensible: “Success is the progressive realization of a worthy goal or ideal.” (Again implying movement). Mark offered a variation on a theme that probably fits the human

condition equally as well. He suggests substituting the word “Happiness” for “Success.”

Try it out and see if it fits.

Check out Michael Lee Stallard’s comment to see how the Greeks used more than one word with more than one implication in order to look at “happiness.” Michael takes it further and notes that “feelings of happiness (emerge) when our needs for respect, recognition, belonging, and meaning are met.

But how about this?

He also points out that the degrees that we experience these forms of happiness tend to fluctuate from “season to season. It’s a mystery why this is so.”

Which I suppose is why that wise king, Solomon, noted that “There is a time for everything, and a season for every activity under heaven”… (Nah, Bob Dylan didn’t do it first:-)

What can we take away today?

I think there are five things:

1. Happiness and satisfaction are individual choices. Therefore, you need to make purposeful decisions about what is satisfying. The consequence of not doing so is to walk through life dissatisfied and wondering why.

2. We need to be clear about what is satisfying before we accept a job. If you know what makes you tick, it’s a lot easier to research and investigate a potential employer. After all, they research and investigate you!

3. Employers can’t satisfy every individual’s personal wants. In fact, my experience has been that no one really expects that. What people do want from employers are respect, recognition, a sense of belonging, and meaningful work, as Mark stated. By the way, “meaningful work” means taking time to match talents and tasks–that’s an investment that’s both satisfying and profitable.

4. We humans see action as an important part of our lives. When we’re purposeful about it, we feel satisfied. When we’re unfocused, life tends to feel out of focus, too. Take it as a sign to re-visit your purpose.

5. There are times, or seasons, when life–personally and professionally–can seem like Autumn or Winter. Yet for thousands of years, Spring has come and something new–even unexpected–has begun to bloom. So it is with our lives. We don’t control the seasons; but we can control our response to them.

What would you like to add to the mix?

Steve Roesler of All Things Workplace is sitting in the CHO chair while Alex is on holiday.

how to break up dog fights

Wow.

Three words we don’t often see in the same phrase. Yet they are so closely connected that I’m not sure they are inseparable.

Let’s spend the week together finding out how Happiness, Satisfaction, and Change are connected.

We’ll start with a question:

Does Happiness at Work make a difference?

This month’s issue of Forbes magazine lists the 100 Best Companies to Work For. (The list is U.S.-based).

The #1 place to work?

Google.

According to Google co-founder Larry Page: “It’s common sense. Happy people are more productive.”

Is that really true?

Or are productive people happy as a result of being productive in their “Zone” (The Zone=the place where talent, passion, and a sense of service all converge to create a unique experience that transcends the ho-hum of grinding out a task).

Hmm. Perhaps what we are looking at is the idea of an internal perpetual motion machine: one that creates productive work experiences that lead to a sense of satisfaction that creates the feeling of happiness that makes us want to create another positive experie…. (You get the idea).

Did I see the word satisfaction sneak in there?

It’s time to

check out some definitions so that we have a common starting point to take us through the series:

Happiness: good fortune; a state of well-being and contentment; a pleasurable or satisfying experience

Satisfaction: fulfillment of a need or want; the quality or state of being satisfied; contentment.

I’m feeling rather peaceful just typing the definitions.

What happens when we add Change?

Change: to make or become different; modify; making an essential difference often amounting to a loss of identity.

Whoa.

We spend many of our waking hours in workplaces filled with never-ending Change. Disequilibrium. Yet what we seem to seek is Happiness and Satisfaction whose basis, by definition, includes contentment.

How can we reconcile those?

We’ll make that our focus between now and Friday.

How do you reconcile–or integrate–Happiness, Satisfaction, and Change?

Steve Roesler of All Things Workplace is sitting in the CHO chair while Alex is on holiday.

My store manager implemented an embarrassing (and happily short-lived) safety incentive: Employees caught violating safety procedure were immediately given a two-foot rubber chicken on a string to wear around their necks–in front of customers. To get rid of the chicken, an employee needed to catch another employee behaving “unsafely.”

The practice quickly descended into a game of hot potato, with employees chasing one another around the store in search of the slightest violation to rid themselves of the safety chicken.

Source: workingamerica.com’s MyBadBoss contest.

Many people don’t feel motivated at work, and there’s a very simple explanation for this: The motivational techniques used by most managers don’t work.

While few companies use rubber chickens (fortunately), most of the standard motivational tools like promotions, bonuses, employee of the month awards, pep-talks and free-pizza-nights are downright harmful to the drive, energy and commitment of employees. It only leaves them feeling manipulated, cynical and demotivated.

The result: According to one Gallup study 60-80% of workers are not engaged at work. They feel little or no loyalty, passion or motivation on the job. They’re putting in the hours, but they’re not doing a great job and they’re certainly not happy at work!

As the illustration above shows, there are four different kinds of motivation. Only one of them works and unfortunately, many managers focus exclusively on the other three. Kinda silly, huh?

These are the four different kinds of motivation:

Read the rest of this entry »

Gabe recently asked:

What advice do you have for those who want to improve things and are consistently met with opposition?

I gave my answer here but then I thought: “Hey, let’s get an expert in on the conversation.”

I passed the question on to Ann Michael who blogs at managetochange.typepad.com. She wrote an excellent answer in the comments to the post and expanded on it on her own blog. My favorite part is:

I know it’s an overused expression – but look for “low hanging fruit�?. What are the relatively easy things (low or isolated implementation impact – e.g., things you or you and a buddy can do yourselves) that could have a noticeable positive impact on the business? That’s where you start (even if it’s not at the top of list for things YOU want to do first!). You need to gain credibility for your approach. Results speak louder than aspirations.

There are more great suggestions in the comments on Ann’s post.

This Saturday (May 20) I’ll be speaking on motivation at a wellness convention arranged by Scandinavia’s largest fitness chain SATS. You may not know this, but in my spare time I teach aerobics at two SATS gyms in Copenhagen. Yes, it’s true, I get paid to exercise :o)

The topic is “motivation to exercise”, but what I’ll say really applies to all aspects of life and not just to getting and staying physically fit.

Attending the wellness convention is free, so if you’re in Aarhus on saturday swing by Turbinehallen (the venue) – my presentation is from 2-3 PM. All the practical details can be found here.

And speaking of wellness, the wonderful girlfriend and I just started a blog about wellness. She is also a part-time aerobics instructor, and it dawned on us that between us we know a lot about exercise, good eating, yoga, mental wellness, fun and just plain enjoying life. That’s what we’ll be writing about – check it out.

Hey: Wellness at work! That might be an interesting topic!

The Cluetrain Manifesto reminds us that:

• Markets are conversations.
• The Internet is enabling conversations among human beings that were simply not possible in the era of mass media.
• Companies that don’t realize their markets are now networked person-to-person, getting smarter as a result and deeply joined in conversation are missing their best opportunity.

Since the manifesto was published in 1999, we have seen the rise of weblogs, discussion groups, wiki sites, chat rooms, podcasts and social networking sites, just to mention a few technologies currently enabling conversations.

But how are businesses harnessing conversations?

As part of the Reboot conference, there will be an excellent 1-day event in Copenhagen on May 31st called Samtalerne (the conversations). I will most definitely be there, and so will

• Doc searls (co-author of the Cluetrain manifesto)
• Robert Scoble who blogs for Microsoft
• Euan Semple who introduced net conversations to the BBC
• Anette Hartvig, CEO of Aarstiderne who renamed their customer service department “Conversations”

as well as many other very interesting people. Should make for some great… conversations :o)

Yesterday Stephen Shapiro and I toured Copenhagen by land and by water. Steve fell in love with the city, especially Christiania, the canals and smorrebrod from Ida Davidsen.

In the afternoon it was time for Steve to present Goal-Free Living to the Danes, and the presentation was a smash hit.

There are lots of pictures from the presentation here.