The Chief Happiness Officer Blog

  • Quote

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    One day early in this journey it dawned on me that they way I’d been running Interface is the way of the plunderer. Plundering something that is not mine, something that belongs to every creature on earth.

    And I said to myself “My goodness, a day must come where this is illegal, where plundering is not allowed. I mean, it must come.”

    So I said to myself “My goodness, some day people like me will end up in jail.”

    – Ray Anderson, CEO of Interface, the world’s largest carpet manufacturer

    In this quote from the interesting documentary The Corporation, Ray Anderson explains how Interface started the journey towards sustainable productions. Articles on it here and here.

  • Happy at work at Microsoft

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    Michael Brundage has written a very interesting piece on what it’s like to work at Microsoft.

    The good includes personal freedom, the top leaders, free soft drinks and the fact that Microsoft contrary to popular belief is not evil. For instance:

    Microsoft gives software developers a lot of personal freedom over both the work and the work environment. I order my own supplies, customize my office as I see fit, schedule my own trips and meetings, and select my own training courses. I choose when I show up for work and when I leave, and what to wear while I’m there. I can eat on campus or off, reheat something from home in the kitchen or scavenge leftovers from meetings. I can even work remotely from home (within reason).

    The bad: mid-level managers, internal “cults” and bad work-life balance.

    Compare this with Paul Thurrott’s highly critical analysis of Microsoft’s failure to deliver Windows Vista on time or even with all the feature they promised.

    Two and a half years later, Microsoft has yet to ship Windows Vista, and it won’t actually ship this system in volume until 2007… Microsoft’s handling of Windows Vista has been abysmal. Promises have been made and forgotten, again and again. Features have come and gone. Heck, the entire project was literally restarted from scratch after it became obvious that the initial code base was a teetering, technological house of cards. Windows Vista, in other words, has been an utter disaster. And it’s not even out yet. What the heck went wrong?

    It almost seems like Microsoft is an example of a company that has a huge, tremendously talented and motivated staff, but still manages to create enormous problems for itself. Does this contradict my claim that a happy organization is also a successful one?

    UPDATE: John Dvorak weighs on on the issue.

    All of Microsoft’s Internet-era public-relations and legal problems (in some way or another) stem from Internet Explorer. If you were to put together a comprehensive profit-and-loss statement for IE, there would be a zero in the profits column and billions in the losses column—billions.

    So they’re happy at Microsoft but they make really bad top-level decisions..?

  • Wanted: Innovation exercises

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    BinocularsI may be doing an innovation workshop next week and I’m looking for some new, great exercises to do with the participants. Do you know any good ones?

    I’m especially interested in short, fun activites that either get the creative juices flowing or make an important point about innovation and creativity. Your help will be much appreciated!

  • CSR – Doing well by doing good

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    CSR works

    Corporate Social Responsibility, or CSR, is defined as voluntary efforts by businesses to contribute to society. It may include

    • Workplace issues (such as training and equal opportunities)
    • Human rights
    • The business’ impact on the community
    • Reputation, branding and marketing
    • Ethical investment
    • Environment
    • Ethics and corporate governance

    I think CSR is great and many corporations practice it already. One percent for the planet, pioneered by Patagonia, is one of my favorite examples.

    And now something even more interesting is going on right here in Denmark: we’re implementing a national policy to enhance corporate growth and sustainable social development by teaching small and mid-sized businesses about CSR .

    I just had a very exciting meeting with Karen Høeg, an old friend who’s currently working on that very project for the Danish Commerce and Companies Agency.

    The project kicked off formally last week and will educate 12.000 danish leaders and employees from small and mid-sized businesses in CSR, helping them to increase their profits while doing something good for society and the planet. It is, as far as I know, the largest CSR project in the world.

    Studies show that companies who do CSR make more money than those who don’t. Quite simply, doing good helps businesses do well.

    I have a simple explanation for why this is the case: Doing good feels good. It makes people happy. And happy people are the best way to business success.

    In my post about Creating a Happy and Rich Business, I outlined the six practices of happy workplaces, and two of these are “Care” and “Think and act long-term”. CSR is an expression of both of these. That’s why it makes people happy, and that’s why it’s good for corporate profits and corporate growth.

    But then again, I would say that, wouldn’t I? :o)

  • Friday links

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    No Cilantro (fresh coriander)Here’s an excellent interview with Richard Feynman, the Nobel Prize-winning, safe-cracking, bongo-playing physicist. The introduction alone is great: Feynman explains how a scientific world view doesn’t detract from, but adds to, the beauty of a flower.

    I hate Cilantro (fresh coriander) too. Finally a worthwhile, global cause I can get behind.

    The guy who always wears a name tag and the guy who’s trading a red paperclip for a house are both still at it. That’s life art life-art.

  • The cult of overwork (again)

    The cult of overwork is the prevailing belief that the more hours people work, the better for the company. That notion is not only harmful, it is dead wrong, as this story from Arlie Hochschild’s book The Time Bind demonstrates.

    One executive, Doug Strain, the vice chairman of ESI, a computer company in Portland Oregon, saw the link between reduced hours for some and more jobs for others. At a 1990 focus group for CEOs and managers, he volunteered the following story:

    When demand for a product is down, normally a company fires some people and makes the rest work twice as hard. So we put it to a vote of everyone in the plant. We asked them what they wanted to do: layoffs for some workers or thirty-two-hour workweeks for everyone. They thought about it and decided they’d rather hold the team together. So we went down to a thirty-two-hour-a-week schedule for everyone furing a down time. We took everybody’s hours and salary down – executives too.

    But Strain discovered two surprises.

    First, productivity did not decline. I swear to God we get as much out of them at thirty-two hours as we did at forty. So it’s not a bad business decision. But second, when economic conditions improved, we offered them one hundred percent time again. No one wanted to go back!

    Never in our wildest dreams would our managers have designed a four-day week. But it’s endured at the insistence of our employees.

    Interesting, huh? They cut back work-hours but production remains the same.

  • Time and happiness

    A study shows that happy employees put in more hours but remain less prone to stress than uhappy employees.

    What makes them happy? Easier unscheduled time off, schedule flexibility and better telecommuting options. What makes them unhappy? Too much work, their boss’s behavior and long hours.

  • The cult of overwork

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    Tired

    Some years ago CNN asked 12 well-known leaders including Carlos Ghosn of Nissan, Marissa Mayer of (then) Google and Wynton Marsalis how they manage their time and stay efficient.

    My favorite answer is this one:

    I know that it’s expected of executives to start the day extremely early, but frankly I feel I make better decisions and relate better to people when I’m well rested. So I usually get up around 8 after a good night’s sleep.

    I also make sure to almost always work a standard 40-hour week and never work on the weekends. This is important to me for two reasons. First of all, I have a life outside of work. I have a family who likes to have me around and friends and hobbies that I also want to have time for. I find that the time I spend outside of work recharges my batteries, expands my horizons and actually makes me more efficient at work.

    Secondly, if I’m always seen arriving at the office at 6 in the morning and leaving at 9 in the evening, not to mention taking calls and writing emails late at night and all weekend, it’s sure to send a signal to my employees that this is what the company expects, that this is “the right way”. But it isn’t.

    It’s a simple fact that for most leaders and employees, the first 40 hours they work each week are worth much more to the company than the next 20, 30 or 40 hours. But those extra hours spent at work can harm your private life, your family and your health. Which in turn becomes damaging to the company.

    Frankly, if you can’t structure your time so your work fits inside a 40-hour week, you need to get better at prioritizing and delegating.

    Refreshing words. Guess which of the executives said that?

    Come on, take a guess!

    NONE OF THEM! Not one.

    Instead, there’s a lot of “I get up at 5 and arrive at the office at 6” and “I work 16 hours a day” and “I take a lot of calls on the drive in to the office” and “I usually leave the office at 7 and then work a few more hours in the evening at home.”

    I fully expected one of them to go “I get up at 4 in the morning, half an hour before I go to bed, and work a 27-hour day, only stopping for a 3-minute lunch break in which two assistants stuff food down my throat like a foie-gras goose.”

    I know it’s normal to view people working this hard as heroes of the organization, but still I think they would be more efficient and enjoy life more if they cut down their time at work. They may find that they become more open, less stressed, have more fun AND are better role models for their employees. This cult of overwork has got to stop.

    The school of “work your butt off, everything else comes second” is bad for business and bad for people. Can we please retire this tired idea once and for all?

    If you liked this post, I think you’ll also enjoy these:

  • Reboot renaisance?

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    The time for the 8th Reboot conference is approaching. Thomas Mygdal writes that this year:

    The theme for reboot8 is “renaissance?” – as in renaissance-question-mark. As in renaissance = rediscovery and revitalization. Question mark because it’s a big word and a question to explore whether it’s real, but renaissance because it seems as a healthier and more challenging perspective than the current bubble easy-reality buzzwords currently flowing around. So reboot8 is like reboot7 a journey into the interconnectedness of creation, participation, values, openness, decentralization, collaboration, complexity, technology, p2p, humanities, connectedness and many more areas. Applied towards us as individuals, citizens, teachers, culture workers, entrepreneurs, creators and change makers.

    It feels like we more should think a lot about the emerging new models and how we can help shape them, instead of focusing on how the new models are superior to the current models.
    Explore renaissance question mark at http://reboot.dk/wiki/renaissance

    I think it’s really cool to open the conference planning and the format to the participants, rather than do all of that behind closed doors. I’ll try to get on the program to present my idea on Open Source Politics.

    If you’re asking yourself “What the heck is Reboot all about” you’re in good company. Lots of people love it, few can define it. It’s kind of a tech conference but it’s not really about the tech. There are a lot of geeks there, but few real geek sessions. It’s mostly about the internet and what the internet does (not how it does it). At any rate, it’s great!

  • Easter links

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    Easter’s here and I’ll be taking the rest of the week off (I need a vacation after my last vacation :o). Meanwhile, here are some cool links:

    Sad monkeyDepressed monkeys. Yep, macaques can get the blues too. Research in this can increase our understanding of depression and open new possibilities for research.

    The Slow Leadership blog offers excellent tips on how to kill creativity. It’s depressingly(!) easy.

    Video of the most amazing Rube Goldberg-like devices. Now that’s creative. A word of warning: Turn down the sound, or the repetitive, japanese, childrens-tv-theme will drive you to desperation inside of 45 seconds.

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