Category: Happy At Work

How to be happy at work

  • Doing business in the nude

    If you have to be naked, you’d better be buff.

    This quote is from The Naked Corporation by Don Tapscott and David Ticoll, one of the books I’m currently reading. They argue (and quite convincingly so) that businesses are entering an age of transparency, ie. that some of the major forces affecting markets and societies increasingly favor those organizations who are open and honest. That in an age where the cost of communication is constantly dropping, the world most likely WILL know what goes on inside your organization – whether you want it or not.

    Here’s my take on this: Yaaaaaaay!!! Openness and transparency are good, and it’s hard to be happy and enjoy your job in a company that requires you to keep too many secrets. I think our natural state is to be open and share information, and we can relax more when we’re allowed to do that.

    For an additional reason why transparency works, read Non zero by Robert Wright. This book argues that those who cooperate will always triumph over those who battle each other, not in every case but in the long run. And those who can be open and transparent can cooperate way more effectively than those who keep everything secret.

  • Ethical balance sheet

    Bank manager Hans Erik Brønserud explains the reasoning behind the ethical balance sheet his bank does in addition to the normal balance sheet:

    First and foremost this has given us a tool, which gives us a unique opportunity to sense how our stakeholders view us and what we do. Every year we get specific feedback on whether we are in agreement with our customers, employees and community, and the tables and graphs instantly show us if we’re slacking in any area.

    But all of this knowledge makes no difference if we in management don’t take in the signals and correct the things that aren’t working optimally, and this we’ve chosen to do since the very first ethical balance sheet.

    BTW, I’m thrilled by their mission statement:

    1) We must treat our customers in a way that keeps them coming back and makes them mention on favourably to people who aren’t yet customers with us.

    2) We must treat our employees in a way that makes them look forward to coming to work every day and be proud to mention where they work.

    3) We must make enough money to keep fulfilling the first 2

    Read the entire article (in danish)

  • Happy at work newsletter

    The Happy At Work Project has long been publishing a monthly email-newsletter in danish, which has become very popular. Now we’ve decided to start publishing the newsletter in both english and danish, and the very first english edition can be found here.

    The newsletter has tips and ideas on how to be happy at work and also book reviews, articles and even some shameless advertising for the work we do :o)

    You can subscribe to the newsletter here.

  • World-wide happiness at work

    I’m very proud to announce the first international forum on happiness at work, September 7-9 in Copenhagen.

    Read all about it and sign up here.

  • Quote

    In every substantive sense, employees of a company carry more risks than do the shareholders. Also, their contributions of knowledge, skills and entrepreneurship are typically more important than the contributions of capital by shareholders, a pure commodity that is perhaps in excess supply.

    – Sumantra Ghoshal

  • Book review: Happiness: Lessons From a New Science

    Money will not make you happy, unless you’re very poor, in which case a little money goes a long way. And yet individuals and societies seem to regard increased spending as the only reliable measure of success, and the main goal of most governments is to achieve an economic growth rate that beats out that of comparable countries. In Happiness: Lessons From a New Science economist Richar Layard argues that this is a totally wrong approach, which will not improve people’s lives. As an example consider indonesia where the average annual income is less than 1/10 of that of the US – but where people are just as happy.

    Layard draws much inspiration from the philosopher Jeremy Bentham who had it right as far back as the 1800’s when he said that “The greatest happiness of the greatest number is the foundation of morals and legislation”. The goal of the individual is to be happy, this has been known since Aristotle who said that whatever else we desire, we want it because we expect it to make us happier. Therefore happiness is the underlying “why” of all human activity – including constructing and governing societies.

    So what can a society do to make its people happier? Layard mentions the 7 factors that have been shown to have the greatest influence on people’s happiness:
    * family relationships
    * financial situation
    * work
    * community and friends
    * health
    * personal freedom
    * personal values

    It’s interesting to note, that an economic policy that seeks to encourage people to work more, eg. lowering taxes or increasing the mobility of the work force, will in fact decrease people’s situation in several of these areas and thus make people less happy.

    One country has in fact acted on this: In Bhutan, a tiny nation in the Himalayas, King Jigme Singye Wangchuck decreed that “Gross national happiness is more important than gross national product [because] happiness takes precedence over economic prosperity in our national development process.” I feel quite sure that more countries will come to make similar decisions. Western materialist culture has made us happy over the last few decades, but constantly increasing consumerism has probably taken us as far as it possibly can happiness-wise. We will not be happier because we can buy more or bigger cars, TV’s and houses. More time and an increased ability to enjoy time with our friends, families and communities is a whole different matter, and this is where society needs to focus.

    Layard’s is the most cogent and readable book on happiness on a national and global scale, and seeing as Layard is an economist rather than a psychologist, most of it is based on hard-core numbers and statistics. Layard’s main point is that happiness can be objectively quantified in individuals and in socities and can thus be used as a measure of success. I wish every political leader would read it – I think I’ll send our prime minister a copy :o)

  • Top 10 happy workplaces

    In a comment to an earlier post about Chief Happiness Officers Kristian asked me for my Top 10 list of companies that make for happy employees. So without further ado, here’s my Top 10 happy companies list:
    10. jetBlue – for emphasizing fun
    9. Irma – for putting people first (in danish)
    8. Pixar – for the cool offices (in danish, bottom of the page)
    7. Patagonia – for being cool about surfing on company time
    6. Pike Place Fish – for throwing fish around
    5. IKEA Denmark – for giving their lowest paid employees a 20% pay hike
    4. ServiceGruppen – for listening and learning (in danish)
    3. Southwest Airlines – for emphasizing love
    2. Kjaer Group – for loving cars, people and life

    And the number one company to be happy at:
    1. Any company where YOU yourself are willing to make a difference and make yourself and others happy.

  • American Airlines make money – by listening to employees

    American Airlines turned a profit last quarter, because of a new management style which works with employees to cut costs rather than treating employees and unions as its enemies. A few examples:

    Two American Airlines mechanics didn’t like having to toss out $200 drill bits once they got dull. So they rigged up some old machine parts – a vacuum-cleaner belt and a motor from a science project – and built “Thumping Ralph.” It’s essentially a drill-bit sharpener that allows them to get more use out of each bit. The savings, according to the company: as much as $300,000 a year.

    And it was a group of pilots who realized that they could taxi just as safely with one engine as with two. That was instituted as policy has helped cut American’s fuel consumption even as prices have continued to rise to record levels.

    And now they’ve posted a profit (albeit a small one) for the first time in 5 years. Read the whole story.

  • Chief Happiness Officer

    Just as every company needs a CEO, CFO, COO, CIO, etc., I believe every company should have a CHO – a Chief Happiness Officer. Most businesses today are not competitive if they can’t keep their employees happy since happy people tend to:

    • Work more efficiently
    • Learn faster
    • Give better service
    • Produce better quality
    • Take fewer sick days
    • Function better in teams

    In fact, I challenge you to name just one area in which unhappy employees outperform happy ones. One!

    The economy is critical to the business, so the CFO is in charge of that. Information systems are too, hence the CIO. So put a CHO in charge of happiness. Somebody who cares for people and recognizes that work today is one of the most important factors contributing to (or detracting from) people’s happiness.

  • Book review: Getting to peace

    In the midst of a firefight in the rice paddies between American soldiers and the Viet Cong early in the Vietnam War, six monks walked towards the line of fire. “They didn’t look right, they didn’t look left. They walked straight through,” remembers David Busch, one of the American soldiers. “It was really strange, because nobody shot at’em. And after they walked over the berm, suddenly all the fight was out of me. I just didn’t feel like I wanted to do this anymore, at least no that day. It must have been that way for everybody, because everybody quit. We just stopped fighting.”

    War is in our nature. And so is peace.

    In Getting to Peace, Transforming Conflict At Home, At Work, And in the World, William Ury (who also co-wrote Getting To Yes, the most widely read book on negotiating) examines what we can do to bring about peace.

    First he lays to rest the notion that human nature is warlike. If you look back at the entire period in which humans have existed, you will find that for the first 2.5 million years, there is very little evidence that humans fought wars. War seems to have come into fashion only in the last 10.000 years or so. And what caused war to become a part of how humans deal with conflict? In a word: Agriculture. Before that humans were nomadic hunter/gatherers and fighting wars made very little sense. There was food enough for everybody and no fixed land ownership to fight over. Only with the advent of fixed settlements and agriculture did we get something to fight over. Interestingly, with the advent of the information society, agriculture is losing it’s importance and we’re now back to a situation where it makes little sense to fight over land, because true valuse is created elsewhere – namely in the heads of people.

    Ury also reframes conflict as having three sides. There’re two opposing parts, but there’s also always the third side. The third side can be family, colleagues, friends in smaller conflicts. Or it can be nations, political parties, the media or the U.N. in large scale conflict. The third side has the opportunity and even the responsibility to prevent conflict where possible and to contain or stop it otherwise.

    Finally he outlines 10 different roles that the third side can assume, including bridge-builder, mediator, witness and peacekeeper. In the story above from the Vietnam War, the monks functioned simply as witnesses. They took no overt action, but there presence alone sufficed to stop the fighting.

    The main message of this book is one of hope. Conflict on all scales can be prevented or stopped using the tools Ury presents, and this is amply illustrated with many stories. There are things that each of us can do to get to peace, and reading this book is a great place to start.