• Happiness at work and balls

    I’m not a huge fan of employee satisfaction surveys for a number of reasons:

    1. They measure job satisfaction, which, to me, is not what matters. What matters is happiness.
    2. They’re no fun. Filling out 50 (or more) questions in an online survey is a chore – not something people enjoy.
    3. They’re so time consuming that companies typically perform them once a year. But what good is knowing how happy employees are once a year? What if they’re really unhappy now, and the next survey is still 7 months away?

    So how DO you measure happiness at work? This is exactly the question British social media agency Nixon McInnes were asking themselves:

    According to recent studies, happiness in the workplace is positively correlated with productivity, so as happiness increases, productivity follows suit, but when unhappiness gains a foothold, productivity and, ultimately, the health of the business, suffer.

    The first prototype, or version 0.1, has been live for a couple of months now and has provided some illuminating insight into our collective emotional condition (Tuesdays, for instance, are a regular, recurring low point in the week).

    So, what’s the ground-breaking technology that makes all this possible?

    The answer… A couple of buckets and a few dozen tennis balls. :)

    Exactly – why not go low-tech and do it with balls. Tennis balls, that is.

    Every day as employees leave work they drop a ball into either the “Happy” or “Unhappy” basket. The balls are counted and the daily and weekly results are displayed on a monitor in the office:

    Yup – that’s all it takes. It’s simple, so it actually gets done and it’s almost real-time because it presents daily data. An additional benefit is that it gives employees a chance to reflect every day on their happiness at work, which is also a good practice. Kudos!

    Have you tried something similar in your workplace? Would this work for you?

    Related posts


  • Yes, performance reviews still suck

    Samuel Culbert is not a fan of performance reviews:

    To my way of thinking, a one-side-accountable, boss-administered review is little more than a dysfunctional pretense. It’s a negative to corporate performance, an obstacle to straight-talk relationships, and a prime cause of low morale at work. Even the mere knowledge that such an event will take place damages daily communications and teamwork.

    Culbert is a professor of management at the UCLA Anderson School of Management in Los Angeles and author of the excellent book Get Rid of the Performance Review!: How Companies Can Stop Intimidating, Start Managing–and Focus on What Really Matters.

    In this excellent article, he sums up his main arguments against performance reviews, which include:

    • The mind-sets held by the two participants in a performance review work at cross-purposes.
    • It’s a myth that performance determines pay.
    • They disrupt teamwork.

    I agree completely. Waaaaay back in 2008, I wrote about my top 10 reasons why performance reviews suck.

    Culbert even offers an alternative – the performance preview:

    The alternative to one-side-accountable, boss-administered/subordinate-received performance reviews is two-side, reciprocally accountable, performance previews.

    The boss’s assignment is to guide, coach, tutor, provide oversight and generally do whatever is required to assist a subordinate to perform successfully. That’s why I claim that the boss-direct report team should be held jointly accountable for the quality of work the subordinate performs. I’m sick and tired of hearing about subordinates who fail and get fired, while bosses, whose job it was to ensure subordinate effectiveness, get promoted and receive raises in pay.

    Holding performance previews eliminates the need for the boss to spout self-serving interpretations about what already has taken place and can’t be fixed. Previews are problem-solving, not problem-creating, discussions about how we, as teammates, are going to work together even more effectively and efficiently than we’ve done in the past. They feature descriptive conversations about how each person is inclined to operate, using past events for illustrative purposes, and how we worked well or did not work well individually and together.

    The preview structure keeps the focus on the future and what “I” need from you as “teammate and partner” in getting accomplished what we both want to see happen. It doesn’t happen only annually; it takes place each time either the boss or the subordinate has the feeling that they aren’t working well together.

    What a fantastic idea!

    Your take

    What do you think – do you personally find, that performance reviews make you happier and more effective at work? Is it a process you actively enjoy? Please write a comment, I’d love to hear your take.

    Related posts


  • Friday Spoing

    I hope to be at least this excited, when I unwrap my presents tonight:

    Have a very happy holiday :o)


  • Another question for ya

    I need to find some studies that show what happens to people after they quit a job.

    I’m thinking partly about their emotional well-being but especially in terms of life situation. How many people who quit have a new job lined up already? How many end up unemployed for longer periods of time? How many go on to something better? That kind of thing :o)

    Do you know any?


  • A question for ya

    Today I heard this claim:

    “Business leaders who want to succeed, must be prepared to make major sacrifices in their private lives.”

    What do you think?


  • Leaders must address emotions in the workplace

    Emotions at work

    My friend Michael Stallard has written an article together with Howard Behar, the former president of Starbucks. Their premise is this:

    American leaders need to wake up and smell the coffee. Research from two well-respected organizations makes it clear that we have a big collective blind spot that’s dragging down productivity, innovation and economic performance.

    So what’s wrong? It’s simple:

    Gradually over time, America has become overly obsessed about managing tasks. In our quest to produce results, we have lost sight of the importance of engaging people. As human beings we have emotions. We have hopes and dreams. We have a conscience. We want to be respected, to be recognized for our talents, to belong, to have autonomy or control over our work and our lives, to experience personal growth, and to do work that we believe is worthwhile and in a way that we feel is ethical. It’s how we are wired.

    We need to recognize that emotions have a disproportionate effect when it comes to inspiring people or burning them out. An earlier Corporate Executive Board research report showed that emotional factors were four times more effective than rational factors such as compensation when it came to motivating human beings to give their best efforts.

    All I can say is: Woohooooo! Read the whole article here.

    I have written about this previously here:

    What do you think? Are emotions acknowledged, allowed and addressed in your workplace? Or do leaders where you work still try to pretend we’re all robots who can leave their feelings at home?


  • Friday Spoing

    In this video Michael Buble invites a 15-year old fan to sing with him at a concert. Watch for his expression the second he first hears the kid sing. That’s happiness right there :o)


  • My TEDxCopenhagen talk

    My talk at TEDxCopenhagen went really, really well. I can’t count the number of people who came up after and told me they loved it.

    But don’t take my word for how good it was – the talks from the conference are live on the internet already, so you can see for yourself. Click here to watch it.

    In my speech, I talk about:

    • The happiest bus driver I’ve ever met.
    • The strange Danish word arbejdsglæde, and why the rest of the world needs to learn it.
    • What makes us happy in life and at work.
    • Why Denmark isn’t really the happiest country.
    • What you can do to be happy at work.

    What do you think?

    Here are some reactions to my speech from the #tedxcph stream on twitter:

    I highly recommend Alexander Kjerulfs talk about happiness at work.

    Eye opener: Alexander Kjerulf on arbejdsglæde.

    Great talk by Alexander Kjerulf on happiness at work.

    IKEA ought to make an office chair called arbejdsglæde in honor of Alexander

    And there were tons of great talks today – here are my three favorites:

    You can see all the talks here.


  • Good news/bad news

    I’ve got good news, good news, more good news and bad news. What do you want first?

    The good news: I’m speaking at TEDx Copenhagen on November 30.This year the talks will be held in English, so I’ll actually be able to share my TEDx talk with an international audience. Wooo-hooooooooo! The talk should be available right after the conference – stay tuned.

    More good news: My speech in Bratislava last week went really well and was received very enthusiastically by a mixed audience of leaders, HR people and students. I was even on Slovakian TV news that night :o)

    Still more good news: We’re entering the busiest time of the year. Over the next 20 days I and my fantastic co-workers are doing 27 client gigs (speeches, workshops and trainings) in 4 different countries. That’s a lotta workplace happiness right there :o)

    And finally the bad news: This also means that there will probably won’t be a lot happening on this blog over then next few weeks. Follow me on twitter instead – I’ll still have time to tweet.


  • How to treat new employees

    A few weeks ago I spoke with Jane, who’d just been hired as a project manager. She was excited to start in the new company, but her first day at work was not exactly a good experience. Her boss was out to meetings all day and her new colleagues were so busy that nobody had time to brief her of her tasks.

    There wasn’t even a desk ready for her and she had to go get a PC from the IT department and an access card from security herself. Jane felt let down, ignored and badly treated and now doubts very much whether she took the right job.

    A person’s first day on a new job is a stressful time even under the best of circumstances. You don’t know anyone there, you don’t know your job, you don’t know the written and unwritten rules of the workplace – and yet you have a burning desire to do well, to show your worth and to excel.

    The least a workplace can do is to make an effort to show new hires that they’re wanted and make their first day a nice one.

    It’s a crucial time and that is why welcoming new people does actually pay off. Studies show that new employees who have undergone a successful start-up process are 69% more likely to still be in the company after 3 years and they reach their full production rate 2 months faster.

    The alternative – for employees who simply get thrown in to sink or swim – is reality shock. They feel that the job doesn’t meet the expectations created during hiring and that will make them less happy at work, less committed and more likely to leave the company again.

    And this is not exactly rocket science. Here are 4 practical tips to how any organization should treat all new employees.

    1: Be there for them the first day.

    It is crucial that the manager is there to meet new employees with a smile and a handshake when they arrive. There should be time set aside for meeting the colleagues, e.g. over breakfast in the department. A bottle of wine or a bouquet of flowers as a small welcome gift would not be a bad thing. The U.S. dialysis company DaVita even send a bouquet of flowers home to the spouse, to also welcome them in the DaVita family.

    Also, the manager should be there again at the end of the first work day, to ask how the first day went and follow up on any problems or questions.

    2: Have the practical stuff ready

    It is not a good sign if people arrive on their first day and neither desk, PC, login or access card is ready. That’s why all the practical things just have to be in place before they arrive.

    3: Give them a solid technical introduction

    It should be needless to mention it, but new employees have to be promptly and thoroughly briefed about the professional skills they need in order to do their job well. In Rosenbluth International, a travel agency in the U.S., all new employees spent a week with one of the most seasoned co-workers, so they could see exactly how to do things. Of course it cost the experienced staff some time, but that time investment paid off many times because the new employees learned how to do the job just as well as the very best.

    4: Lay down the culture

    And just as important as the professional introduction is the cultural – that new employees from the start experience the organization’s culture from its best side. All new employees at Disney
    World in Florida (about 15,000 new people a year!) take part in a 1-day course called Disney Traditions, which has one single purpose: To teach them the Disney culture. Here the story of Walt Disney and all the positive things the company stands for is told. It gives pride and happiness at work from day one.

    Zappos.com go even further. The company is only 11 years old, but already sell shoes online for over 1 billion dollars a year. Here all new employees join a 4-week seminar, which introduces them to the professional content of the job, but especially to the Zappos culture characterized by commitment, happiness at work and good service. As part of the course all the new people get ‘the offer’: “If you feel that you do not belong to Zappos, and choose to quit before the course is over, then you get paid for the 4 weeks plus $ 2000 on top. ” It ensures that all those who are not quite sure if Zappos is right for them, leave the job early.

    The first time in a new job very much sets the trend for the rest of your time at the work place which is why every workplace should take extreme care to greet people in the best possible way.

    And if you want to know how your workplace is doing, here is my challenge to you: Find 3 of your newest employees and ask them how their first days in the company felt. And then listen openly to what they have to say.

    Your take

    What were your first few days in your current job like? What’s the best thing a workplace has done for you as a new hire? What’s the worst thing? Did you ever feel uncertain or unwelcome? Please write a comment, I’d love to know your take.

    Related posts



Get our newsletter

“I can’t believe it – a newsletter actually worth reading!”
– Subscriber

Over 6,000 people subscribe to our newsletter with tons of tips about happiness at work.


Get our books

“It’s very, very good. It’s incredibly well written, full of insights, and there are exercises to improve your own happiness at work. You can’t ask for more than that!”
– David Maister, author of Practice What You Preach

“What an inspiring book. Every leader should read it. This type of leadership has been integral to our success and I know it will boost your results too.
– Garry Ridge, CEO WD-40 Company


Get Our Free Newsletter

Over 6,000 people already get our free newsletter with useful tips, videos, links and articles about happiness at work.
Subscribe to our newsletter here.