• Leadership darwinism

    In the case where a board can’t figure out to depose self-obsessed, autocratic and power-hungry managers, we’ll probably se in the future that these leaders will in principle be deposed by their own employees, who will leave for better workplaces with better leaders and leadership values, that create a better space for the employees’ personal goals and life visions to unfold.

    This will leave the managers who use hierarchical leadership, control systems and autocratic leadership values without significant access to getting employees. Ie. a leadership with no followers, which is both pathetic and useless.
    – Alfred Josefsen, CEO of Irma

    Right on, Alfred – you tell’em :o)

    There will be two kinds of darwinism operating against bad managers:
    1) Employee selection: Employees will leave bad managers behind and gravitate towards better leaders.
    2) Marketplace selection: Companies with autocratic old-school management are less efficient, and will loose market share to better-run organizations. In the end they’ll die out altogether.

    If I had stock in a company, and wanted to make money out of those stocks, I’d ask the board of directors two questions:
    1) What are you doing to make the people in the organization happy?
    2) How are you training leaders to make themselves and others happy?


  • The future of leadership

    This Fast Company article on leadership according to Harvard’s Ronald Heifetz is ancient (from way back in 1999) but very true. A few choice quotes:

    The real heroism of leadership involves having the courage to face reality — and helping the people around you to face reality.

    Mustering the courage to interrogate reality is a central function of a leader. And that requires the courage to face three realities at once. First, what values do we stand for — and are there gaps between those values and how we actually behave? Second, what are the skills and talents of our company — and are there gaps between those resources and what the market demands? Third, what opportunities does the future hold — and are there gaps between those opportunities and our ability to capitalize on them?

    Now, don’t get the wrong idea. Leaders don’t answer those questions themselves. That’s the old definition of leadership: The leader has the answers — the vision — and everything else is a sales job to persuade people to sign up for it.

    Read the whole article here. I long to see more of that kind of leaderhip in companies, and fortunately it is becoming more and more common.


  • Damn you, Otters

    CNN says: Otters winning battle of wits.

    In an admission that the slick-furred creatures refuse to respect boundaries imposed by man, authorities want to officially abandon their otter-relocation policy.

    Fearful that an oil spill could wipe out otters elsewhere, the agency tried to create a reserve for 150 otters on San Nicholas Island, about 80 miles south of Santa Barbara.

    Biologists had thought the otters would stay near San Nicholas, which has plenty of food and is surrounded by deep water that is hard to swim across. Even if the otters wanted to leave, it seemed improbable that they had the navigation skills to do it — especially since they were taken to the island by plane.

    “We flew ’em out there,” Sanders said, “although we didn’t blindfold them.”

    I always knew otters were smart :o)


  • Business – New school

    David Heinemeier Hansson is one of the hottest names in IT right now. He’s been developing something called Ruby on Rails, which is a tool for developing web applications. Now Denmark has become too small for David, and he’s left for Chicago, better to work with his compatriots at 37signals, one of the most admired software shops right now.

    The evening before he left, he gave a presentation in Copenhagen to a small crowd of techies, bloggers, business people and others. I was there and I was blown away by this guy. Not only is he a good developer, he also has an amazing sense for how a business can also be designed. And he’s 26 years old. Interestingly, his software design principles are the same as his business design principles, making his philosophy consistent and credible. Here are the main points I took away from his presentation:

    Solve the next problem
    Whether you’re working on software or building a business, this means that you should tackle the issues that matter right now. Don’t solve the problems you think will appear in 6 months – they probably won’t, you see. Solve the next problem, and then the next. In six months time, you will have plenty of stuff to work on, but it won’t be what you thought six months ago.

    Solve your own problems
    When you work on something that you yourself need, you’re much more efficient. Rather than working on something that some remote client will use, attack issues that are important to you.

    Do as little as possible – or slightly less
    The complexity of any system does not grow proportianl to the size of the system – it grows exponentially. Making a system twice as large makes it waaay more that twise as complex. Therefore, make your system as simple as possible, or maybe even a little simpler.

    And if I may be allowed to brag for a moment here: This is exactly how we work on the Happy At Work Project. Here are a few of our maxims, that I might add:

    Try stuff
    Rather than analyzing a given choice to death, make a quick decision and try it out. If it doesn’t work, try something else.

    Relax
    It’ll all work out. Don’t beat yourself up and don’t work too hard. Take plenty of breaks and do lots of different stuff to stimulate your mind.

    The best of luck to David in Chicago – I’m sure he’ll do famously.


  • German IT outfit bans whining

    This may not be the best way to go about it:

    German IT outfit Nutzwerk Ltd has come up with the perfect solution to whining in the workplace – it’s made cheerfulness a contractual obligation. What’s more, Manager Thomas Kuwatsch has declared that those who don’t measure up to the prescribed level of jollity in the morning should stay at home until they cheer up.

    Full story in The Register. Funny. I think there’s actually something to this: Give people the right to stay home, if they don’t feel happy, though outlawing grumpiness is probably a bad idea. It’ll only drive it underground where it’s harder to deal with. It may even amplify the complaining.


  • Best speech ever

    Yesterday I gave one of the best speeches I’ve ever given on happiness at work to Junior Chambers Copenhagen. What made it good? This I think:
    1: I opened up the speech by showing them my prepared notes (on little cue-cards)
    2: I then made a display of tearing them up and throwing them away
    3: And then I had the audience call out suggestions for topics they’d like to hear about

    It also doesn’t hurt if you have an attentive, interested and active crowd listening.


  • Quote

    Each individual should work for himself. People will not sacrifice themselves for the company. They come to work at the company to enjoy themselves.
    – Soichiro Honda, founder of (surprise) Honda

    Via Metacool via Mike Wagner.


  • Book review: Difficult conversations

    90% of all problems and conflicts in organizations stem from what has NOT been said. NOT been talked through. From issues that should have been raised, but weren’t.

    This makes the skills that allow us to adress difficult issues in constructive ways crucial job skills. And Difficult Conversations by Douglas Stone Bruce Patton and Sheila Sheen is the best book I’ve seen on this subject. It is, quite simply, excellent!

    The book’s main idea is this: In every conversation there are three simultaneous conversations going on:
    * The “What Happened?” conversation about the factual matters at hand
    * The feelings conversation concerning how we feel about this
    * The identity conversation where we assert and redefine our identity

    Ignoring any of these means that you’re not adressing what’s really going on in the conversation, because all of these WILL be going on. And if you’re one of those people who believe that feelings have no place in business and that professional conversations should stick purely to factual matters, let this book be your wake-up call. Humans have feelings and there is no way for us to leave them at home when we go to work. One chapter is called “Have your feelings – or they will have you”.

    Reading this book is a joy. It is well planned, well written and contains many good anecdotes that underscore the book’s messages. The questions it examines are critical in any organizations:
    * How to raise difficult matters
    * When to raise them and when not to
    * How to deal with past conversations that went wrong
    * How to better express your point of view
    * How to better understand others

    The advice given is specific and simple to follow and has already helped me on more than one occasion. Read it!


  • Tag this!

    There’s a lot of information on the web, so the challenge is always to find the stuff you need. The answer to this has mostly been hierarchies – to create great big taxonomies that hierarchically sort information.

    For instance: The web magazine Diversity Inc. is categorized under Business > Human Resources > Training and Safety > Diversity in the Google directory of web sites. Clear, concise and easy to navigate. And cumbersome – knowing what categories exist and placing the information into the right category takes a lot of mental exertion.

    So a new way was invented: Tagging! Tagging basically means making up your own words, and sticking them on your web page, image, video, document, whatever. Del.icio.us users tag websites rather than categorizing them. Flickr is the most famous example – here’s a picture of the beautiful sunrise seen from our appartment this morning, tagged with cameraphone, sunrise and copenhagen. Tagging is messy but fast and users seem to prefer tagging. Quite simply: Users will tag information but don’t categorize it.

    And here’s one opinion about why: A cognitive analysis of tagging (or how the lower cognitive cost of tagging makes it popular).

    The rapid growth of tagging in the last year is testament to how easy and enjoyable people find the tagging process. The question is how to explain it at the cognitive level. In search for a cognitive explanation of tagging, I went back to my dusty cognitive psychology textbooks. This is what I learnt.

    There’s a lot of discussion on the web currently about taxonomies vs. folksonomies. Can we trust people to collectively tag information in such a way as to make it easily retrievable, or do we need experts to create official taxonomies that correctly divide and conquer data. My money is on the folksonomies :o)


  • del.icio.us – now featuring happyatwork

    I finally got my act together and started using del.icio.us, a website that lets users share links. From their website:

    What makes del.icio.us a social system is its ability to let you see the links that others have collected, as well as showing you who else has bookmarked a specific site. You can also view the links collected by others, and subscribe to the links of people whose lists you find interesting.

    Clever! I’ve started tagging relevant links with happyatwork – and you can too. Let’s create a store of happy-at-work-related links together.

    * See my del.icio.us links here.
    * See happyatwork links here.

    There aren’t that many yet – but I’m guessing there will be :o)



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