The Power of Simply “Being Happy at Work”!

People used to believe that you didn’t have to be happy at work to succeed. And you didn’t need to like the people you work with, or even share their values. “Work is not personal”, the thinking went. Really???

Endless research however proves the point that happy people are better workers. Those who are engaged with their jobs and colleagues work harder and smarter.

And yet, there is an alarmingly high number of people who aren’t engaged. Not very many people are truly “emotionally connected” to their organisations. Far too many couldn’t care less about what’s happening around them. For them, Wednesday is “hump day” and they’re just working to get to Friday. And then there’s the other end of the bell curve, the nearly one out of five employees who are actively disengaged. These people are sabotaging projects, backstabbing colleagues, and generally wreaking havoc in their workplaces.

Disengaged, unhappy people aren’t any fun to work with, don’t add much value, and impact our organisations (and our economy) in profoundly negative ways. It’s even worse when leaders are disengaged because they infect others with their attitude. Their emotions and mindset impact others’ moods and performance tremendously. After all, how we feel is linked to what and how we think. In other words, thought influences emotion, and emotion influences thinking. 

It’s time to finally blow up the myth that feelings don’t matter at work. Science is on our side: there are clear neurological links between feelings, thoughts and actions.  When we are in the grip of strong negative emotions, it’s like having our blinkers on. We focus mostly, sometimes only, on the source of the pain. We don’t process information as well, think creatively, or make good decisions. Frustration, anger, and stress cause an important part of us to shut down......the thinking engaged part. Disengagement is a natural neurological and psychological response to pervasive negative emotions.

But it’s not just negative emotions we need to watch out for. Extreme positivity can have the same effect. Some studies shows that too much happiness can make you less creative and prone to engage in riskier behaviours (think about how we act like fools when we fall in love!). On the work front: When people are worked up into a frenzy at sales meetings, this can inhibit learning or innovation. Throw in a lot of alcohol and you’ve got a whole host of other problems.

If we can agree that our emotional states at work matter, what do we do to increase engagement and improve performance?

There are clear similarities in what people say they want and need, no matter where they are from, whom they work for, or what they do. We often assume that there are huge differences across industries and around the world but the research challenges that assumption.

To be fully engaged and happy, virtually everyone tells us they want three things:

1. A meaningful vision of the future:  People want to be able to see the future and know how they fit in. People learn and change when they have a personal vision that is linked to an organisational vision. Sadly, far too many leaders don’t paint a very compelling vision of the future, they don’t try to link it to people’s personal visions, and they don’t communicate well. And they lose people as a result.
2. A sense of purpose: People want to feel as if their work matters, and that their contributions help to achieve something really important. And except for those at the tippy top, shareholder value isn’t a meaningful goal that excites and engages them. They want to know that they and their organisations are doing something big that matters to other people.
3. Great relationships: We know that people join an organisation and leave a boss. A dissonant relationship with one’s boss is downright painful. So too are bad relationships with colleagues. Leaders, managers, and employees have all told us that close, trusting and supportive relationships are hugely important to their state of mind and their willingness contribute to a team.

Happiness is important. To be fully engaged, people need vision, meaning, purpose, and resonant relationships.

It’s on individuals to find ways to live our values at work and build great relationships. And it’s on leaders to create an environment where people can thrive. It’s simple and it’s practical: if you want an engaged workforce, pay attention to how you create a vision, link people’s work to your company’s larger purpose, and reward people who resonate with others.

Business and human capital leaders seeking to increase the level of happiness in their organisations can start by asking some important questions:

1. Do we focus on what we are doing well and can do better, more than what is wrong?
2. Do our people experience enough positive emotions? Do we provide opportunities for them to laugh and enjoy themselves?
3. Do our leaders know how to create a positive emotional climate that engages people and makes them feel happy about coming to work?
4. Do we enable people to play to their strengths? Are people in roles that suit their strengths and allow them to be appropriately challenged and grow?
5. Do our people understand the purpose of our organisation and what we stand for? Do we strive to make work meaningful day to day?
6. Do we identify and reward “positive deviance” – those individuals and groups who have the courage to go against the norm and exemplify positive behaviours and excellence? Do we learn from and support them to increase their positive influence?

If you would be interested in having a chat about your career or business plans within the architectural, interior and building supplies industry, please do not hesitate to drop me a call (02 9212 0230) or email [email protected] to discuss in more detail.

Please feel free to check out our website to find out a little more about the work that I do at Bespoke www.bespokecareers.com