I fear that some people are taking the wrong lessons from The Last Dance documentary. Here’s my take on that.
COVID-19 is a massive challenge for workplaces all over the world as well as a massive challenge for employees’ private lives and mental health.
Knowing that unhappy/stressed employees are less productive and less innovative (right when we need everyone to contribute to solutions to these challenges) it becomes crucial for companies to figure out how to make their employees happy at work.
Paradoxically, many of the traditional perks and activities that companies use are currently impossible or irrelevant, including things like:
So on the one hand it’s incredibly important to focus on employee happiness right now but on the other hand many of the traditional approaches are completely impractical.
If you’ve followed our work at all, you know that we’re critical of all of those perks listed above anyway. We argue that they make employees satisfied rather than happy and are therefore mostly a waste of time and money.
What do we do in that situation? We go back to basics and focus on the things that really make people happy at work: Results and relationships. I talk more about that in this video:
We all want to get results. We all want to make a difference, know that our work is important, get appreciation and do work that we can be proud of.
One of our deepest psychological needs, is the need to control our environment. If we’re placed in a situation where we have no control, where nothing we do matters, we feel terrible. On the other hand, we love to make a difference. Accomplishment feels great. As Franklin D. Roosevelt put it:
“Happiness lies in the joy of achievement and the thrill of creative effort.”
We all need to feel valued as human beings and have a good connection with co-workers and managers or even to customers, suppliers, shareholders, and the organization’s wider community.
Relationships at work matter so much because we will be spending a lot of time with people at work. When you think about it, you’ll be spending more of your waking hours with them, than with your friends and family.
So this is the secret to happiness at work: Results and relationships – doing great work together with great people. This is what we must give our employees every single day.
Figuring out how to do this given current limitations is a crucial challenge. I’m not going to pretend that I have all the answers but here are some ideas that might work.
Online stand-up meetings
IT company Menlo Innovations start all work days with a brief stand-up meeting where all employees share what they’re working on today to check in and coordinate work. This meeting has now moved online and is still a crucial part of making sure that everyone knows what’s going on.
They recently shared how they have managed to create remote work days that almost feel like being in the office.
When everyone is in the office, connection happens automatically and randomly throughout the day. When people are working from home, you have to plan consciously to make them happen. One friend of mine works at an IT company where they have scheduled online lunch breaks where they can relax and chat together.
Check in with people
Similarly, when people are in the office, you can get a sense of how they’re doing. If someone seems worried or stressed you have a chance to notice and act on it. If you don’t see people for weeks at a time, this gets a lot harder, and you need a better way to check in with them. You can schedule regular brief meetings with each employee or you can use some online tool to measure your employees’ workplace happiness.
There are approximately a million different apps and tools for this out there – find one and try it. We are currently offering all workplaces a free 3-month trial of HeartCount which is (in our humble opinion) the best tool for measuring happiness at work. Sign up right here to try it in your workplace.
Online praise and recognition
Praise and recognition is crucial in the workplace but a lot harder to give when you don’t see people every day. Online systems can be a great alternative to let people praise each other and see what others are being recognized for.
Use online systems to highlight and communicate progress
Most work is being coordinated online already, but very often these systems are mostly used to communicate what we still need to do.
For instance: Do you have some kind of online todo list? What happens when you complete an item? In most systems, it disappears from the list and all you ever see is all the stuff you haven’t done.
I think we need to turn that around and use online systems to systematically highlight and overcommunicate our achievements and accomplishments.
What has your team or your workplace done that worked well? Please share your best ideas in a comment.
In an opinion pice in the New York Times, professor Firmin DeBrabrander argues that you should not approach work as your passion but as your duty. Looking for passion at work, he says, will make you stressed and is bound to fail anyway.
I think that’s complete nonsense! I know – what a shocker :) But worst of all it’s poorly reasoned nonsense that relies on a string of terrible arguments and deliberate ignorance of the research in the field.
Here are the top 5 fails from DeBrarander’s article and why you should most definitely seek work you’re passionate about.
The United States offers a curious paradox: Though the standard of living has risen, and creature comforts are more readily and easily available — and though technological innovations have made it easier to work efficiently — people work more, not less.
Why is this?
One theory is that Americans have come to expect work to be a source of meaning in their lives.
There are no studies showing that people who find work meaningful work more hours than those who don’t.
If you want to actually know why working hours are still on the rise in the US, I think it makes much more sense to look at some of these factors:
Put people with huge financial insecurity in a workplace that expects and demands 60, 70 or 80-hour work weeks, and they most often have no option but to go along and work themselves to death.
Most people are certainly guaranteed to fail in this pursuit [of passion at work]. Even people who love their jobs will report they must do thankless tasks from time to time. Few, if any, experience nonstop bliss, where sheer passion sustains them through long hours on the job.
Notice what DeBrabrander did there? He just redefined being passionate about your work to mean that you experience nonstop bliss and sheer sustained passion.
This is what’s known as a strawman argument, where you exaggerate, misrepresent, or just completely fabricate someone’s position, to make it easier to attack.
Just to be clear: Being passionate about your job does not mean that you experience nonstop bliss. Everyone has bad days at work – and that’s perfectly OK. And of course every job contains a mix of tasks that you enjoy and tasks that suck – and that’s OK too.
There is plenty of evidence that our high-octane work culture has serious consequences. It is at least partly responsible for high levels of burnout among millennials.
This is an especially bad argument because studies show that people who find meaning at work experience less stress and burnout.
And while there definitely is an increase of stress, burnout, depression and mental problems among young people, it’s intellectually lazy to just conclude that it’s caused mainly – or even partly – by their search for passion and meaning at work.
Young people are also facing many other pressures, including a global climate disaster that no one is doing much about, while they are of course the ones who will have to live with the consequences of that inaction. Might that be a source of stress for them? No, says DeBrabrande – their real problem is that they expect their jobs to be meaningful.
A recent study of priorities among young people found that achieving one’s career passion ranks highest of all… Finding a fulfilling job is almost three times more important than having a family, teenagers in the study reported.
It is daunting to contemplate. Most people are certainly guaranteed to fail in this pursuit.
Got that? If you seek passion at work, you are almost guaranteed to fail. Really? How would he know? Of course, he’s previously redefined passion at work to mean constant bliss and if that’s your goal, of course you will fail.
And just to make it worse, the study he links to in support of his claim is not even about passion at work. The actual finding is that 95% of US teenagers surveyed say that “having a job or career they enjoy” is important to them.
We might begin by rejecting the notion that work should consume our lives, define and give meaning to them…
Again, the article dishonestly redefines passion to mean that work consumes your life and gives meaning to it.
In reality, passion for your job simply means that you are passionate about the work you do – not that it’s the only thing are passionate about.
In fact, studies show that people who are passionate about their work are happier and more active outside of work as well.
This kind of attack on happiness at work is nothing new. Many serious people are coming out of the woodwork to declare that happiness at work is stupid, impossible, naïve, silly, manipulative and/or bad for you. In the video above we cover their 20 most used objections to workplace happiness and why they’re wrong.
DeBrabrander’s analysis is poorly argued and of course also wrong. Everyone should absolutely seek work they’re passionate about. There are many reasons why, but the most important are these:
Paradoxically, I actually think DeBrabrander agrees! When he talks about approaching work as duty rather than passion, he bases this on an understanding of duty that comes from stoic philosophy. I have many, many issues with stoic philosophy – not least that it is based on the idea that we are all subjects to a predetermined fate – but it has recently become very fashionable, especially among silicon valley tech bros.
In the NYTimes pice, DrBrabrander recounts The advice of Seneca, one of the most prominent stoics to define duty like this:
Seneca’s advice to Serenus is to focus on doing his duty. He must perform the job he is best disposed and able to perform, as determined by his nature, and the needs of those around him. And he must forget about glory or thrill or personal fulfillment — at least in the near term. If he performs his duty, Seneca explains, fulfillment will come as a matter of course.
Duty, in this definition, is not just about having a “Shut up and do your job” approach. It’s about doing work that you’re good at and which meets the needs of those around you.
BUT THAT’S EXACTLY WHAT MEANINGFUL WORK IS!
If DeBrabrander had been the tiniest bit curious about the research in this field, he would have found that this is precisely how Amy Wrezniewski and others define the “calling” approach to work:
In the “calling” orientation, people are working not for career advancement or for financial gain, but instead for the fulfilment or the meaning that the work itself brings to the individual. People who see their work more as a calling see the work as an end in itself that is deeply fulfilling and regardless of the kind of work they’re doing, they tend to see the work as having a societal benefit.
It’s ultimately about working for something bigger than yourself.
This opinion piece is poorly researched and dishonest – so of course the advice it gives is bad.
Seeking passion and meaning at work is the path to more career happiness and success and less stress and burnout. It’s also one way you can help create a better world, by making sure that all of your professional skill and energy is spent in the service of something that you can clearly see is making the world a better place, rather than in just obtaining a pay check or career advancement.
I have to say, if you make your career choices with no consideration for where your passions lie, I honestly pity you.
The Summer holidays are right around the corner here in the northern hemisphere and I am really excited for it. No matter how much you love your job, you should still look forward to some time off, where you can do something completely different.
But it’s important to do your vacation right. If not, you risk ruining the whole thing by doing emails at the pool or by feeling bad about the work you didn’t do before going on vacation. That’s not doing anyone any favors – not even the workplace – because time off from work is a prerequisite for happiness and productivity.
So here are our 4 best tips for having a happy vacation.
I can’t believe I even have to say this, but in many countries people don’t take the vacation time they’re entitled to. One person wrote this comment on my blog:
I’m 34 and haven’t had a real vacation since my childhood vacations with my parents. The only way I manage to take an entire week off at a time (I work in IT) is when I’m able to schedule a week or two of “unemployment” between jobs, and in those periods, spending money on a trip is not wise.
I’m tied to my email/pager even on weekends and holidays and on the scattered “vacation” days I can take. Most Americans only get 2-3 weeks of combined sick and vacation time in any case, and professionals are expected to read email and be available, even on their days “off”.
I wonder how many people are able to have a real vacation these days!
US workers typically get very little vacation time, and often don’t even take all the vacation they do get. The Japanese have a similar problem where many workers don’t take the vacation days they’re entitled because they feel they’re letting down their coworkers.
Take your vacations. And if you work for a company that refuses to understand that human beings need time off from work, quit and go work for a company that actually cares about its people.
Clear out any outstanding work and your email inbox. This will give you clarity and control of any tasks. This sounds boring but it’s quite satisfying to get your work organized and go on vacation with an empty inbox.
And if you know there are important tasks that you can’t get done before you leave, hand them over to a coworker in plenty of time. Make sure to hand over the task with all necessary information so it’s easy for your coworkers to take over. That also keeps them from having to disturb you on your vacation, so you’re helping both them and yourself.
Don’t bring the company mobile and don’t read work-related emails. Take a real vacation and let your brain do something completely different.
Instead, spend some time doing new things you’ve wanted to try for a long time but haven’t had time for. Go rollerskating, windsurfing, fishing or whatever strikes your fancy. Can I suggest swing dancing? It’s amazing!
Or maybe just kick off your shoes and go lie in a hammock. Stare out at the water. Have days with no plans and time for reflection.
If you have some vacation time coming up, and if you’re like most people, you will put up an autoreply email just before you leave, saying that you’re gone, when you’ll be back and who to contact if it’s urgent.
I have talked to many people who mention both of these as a source of stress and I’ve just seen too many parents on family vacations handling work emails on their phone/laptop by the pool, when they should’ve been playing with their kids.
Fortunately, there’s an alternative: Close your inbox while you’re away. This may seem like a weird idea but some workplaces are already doing it. Here’s how you can close your inbox completely on your vacation.
I’m taking all of July off and I will be doing exactly that.
For crying out loud: Take your vacation time and make it a good one.
Most companies conduct regular job satisfaction surveys, but they often don’t work very well and fail to deliver tangible improvements to employees’ perception of their workplace. This leads to increased unhappiness among employees and from there to lower productivity and higher employee turnover.
In this video we cover:
Last week I did a workshop on “Leading With Happiness” for all the managers at an IKEA warehouse in Copenhagen and I have to say that it was an absolute pleasure. Like any other company, IKEA is facing many challenges and changes but this international group of 40 managers were clearly completely on board with the whole idea of happiness at work.
And while I was there, I stumbled on their wall of win – an entire wall of positive customer feedback, naming specific IKEA employees who’ve gone above and beyond.
What a simple but great way to celebrate your employees’ good work.
In dancing – just as in business – there are leaders and followers. But if you think this means that “The leader always leads and the follower does what they’re told” then you’re very wrong.
Miranda van Wonterghem is an international swing dance teacher and in this amazing talk from our International Conference On Happiness at Work, she revealed the three main things business leaders should learn from dancers to create happier and more effective leadership – AND demonstrated it with dancing.
There is a tremendous amount of research that shows that happiness is great for employees AND for the company’s bottom line.
In this speech from our conference in 2017, I go through all the research and show why the future belongs to the happy.
Measuring employee happiness is a great idea.
Sure, it has its problems. Any time you measure anything, you run the risk of getting bad data, the wrong data or making bad decisions based on the data.
But it still makes sense for two main reasons.
First and most obviously, if you measure employee happiness right, it can actually guide efforts to improve the workplace by identifying organizational problems and strengths.
Also, most business leaders are highly results oriented and data driven and find it hard to value things they can’t put a number on. Tracking employee happiness with hard numbers in some way can bolster organizational commitment to happiness initiatives.
So what can you measure? This can go way beyond just an annual job satisfaction survey. It’s essential to find the metrics that are relevant to your employees, your customers and your organization.
Here are all the potential ways we’ve come up with to measure employee happiness. Did we forget any? Write a comment if you have one we didn’t include.
If you want to know how happy your employees are, you can quite simply ask them. The traditional way is of course to run annual satisfaction surveys but I’m very skeptical about that approach.
You can measure things like:
You can conduct the measurement using surveys, apps, mood boards or even just tennis balls.
Two other obvious employee-related metrics are:
Each of these have a direct bottom line impact and are directly correlated with employee happiness.
Happy organizations also attract more and better new hires. That means that you could also measure on metrics like:
This will be especially relevant in fast-growing workplaces or in industries where there is strong competition for the best talent.
We know that happy employees make the customers happy. Some potential metrics are:
We also know that happy employees do a better job, so measuring happiness could also mean tracking metrics like:
Given that happy employees are less likely to engage in bad behavior at work, we could also track metrics like:
This area is a little more speculative but some people have suggested measuring things like:
These do raise some ethical issues around privacy and bodily autonomy.
Measuring employee happiness can help efforts to improve a workplace and strengthen leadership’s focus and commitment to these efforts.
While traditional satisfaction surveys have a long list of problems, there are many other metrics you can look at.
No workplace should measure all of these metrics. Depending on the industry, situation and type of employees only a small subset of these will be relevant. It’s up to each workplace to define which are the most relevant and to find a good way to track and act on these metrics.
We have collected all our best insights and experiences on this topic and developed a tool called heartcount which allows any team or workplace to measure happiness at work simply and in a way that generates actionable insights. Read all about it here.
Jack Ma, the billionaire founder of Chinese tech company Alibaba, has come out in favor of the so-called 996 rule, i.e. that you should work from 9am to 9pm 6 days a week if you want to have a successful career. For anyone doing the math that’s 72 hours of work a week. Add a 1 hour commute on top of that and there’s very little time left for your family, kids, hobbies, exercise and life in general.
“I personally think that 996 is a huge blessing,” he said. “How do you achieve the success you want without paying extra effort and time?”
He also added that you can only achieve business success through suffering and sacrifice.
I realize I may be wasting my time here by going up against a belief that is so prevalent among business leaders, but there’s no way I can let that kind of nonsense pass and not point out exactly why it’s wrong. Here are 5 quick reasons:
1: Pointing to successful people that achieved success by working 72 hours a week proves nothing. What about all the people that worked just as hard but failed?
2: Many of the mental qualities that make a person successful at work are lost when people are overworked, tired, stressed and unhappy, including networking, creativity and effective decision making.
3: Permanent overwork kills people. For instance, those working a 55-hour week face 33% increased risk of stroke.
4: Permanent overwork doesn’t result in increased output.
So permanent overwork does not lead to increased results and success – in fact it hurts people AND profits.
It’s easy to point to Alibaba and say “But they work really long hours and the company is successful. Check mate!” But that’s just correlation; where is the proof that they are profitable BECAUSE OF the long working hours? Maybe they would’ve been even more profitable if their employees were happy, relaxed and had lives outside of work too? The research certainly indicates that.
So why do so many people still believe this nonsense? As the psychologist Daniel Kahneman noted, it’s difficult to change people’s minds. Look at this picture:
Every horizontal line is perfectly straight. Don’t believe me? Hold up a ruler to your screen and check. OK, now that you know the horizontal lines are straight, what does your mind see? Bendy lines.
Kahneman notes that cognitive illusions are even more stubborn than visual illusions and the business leaders he has worked with almost never changed their beliefs no matter how much evidence they were presented with.
Fortunately, there are also many enlightened leaders out there:
And US Vice President Joe Biden wrote an awesome memo to his staff that said in part:
I do not expect, nor do I want any of you to miss or sacrifice important family obligations for work.
There is strong evidence that permanent overwork hurts people and performance. Let’s stop promoting such a dumb and dangerous idea.