What is happiness in the workplace and what exactly makes an employee happy? How do we as leaders set a tone and example to provide a value system and atmosphere where the people who work for us, and with us, experience genuine contentment and job satisfaction? What role does this play in creativity, dedication, and retention of staff; customer service, public relations, and stock price? I believe more than most organizations know.
In a recent New York Times article, “Four Factors That Prompt Happiness at Work,” the research of Christine Porath, an associate professor at Georgetown University, and Tony Schwartz, chief executive at the consulting firm The Energy Project, is discussed. Their survey of thousands of workers consolidated the data and came up with four important factors related to job satisfaction and happiness in the workplace — renewal, value, focus, and purpose.
Let’s look at each…
Renewal: The step-backs, walk-arounds, get a drink of water, are behaviors everyone needs, and few people take. Porath and Schwartz are not the first to highlight the importance of regular work breaks during the workday, but their data does confirm it. Survey participants report greater focus, creativity, and well-being with the practice of renewal moments every 90 minutes. Add to that the body’s need to move to remain vibrant and flexible, and you have a hard time arguing with the idea. I would add that these short breaks also allow the person to interact with others, practice moments of self-care, and may just calm the brain chatter.
Many of us are quick to look down upon an employee seen as a “wanderer.” They might have something. Leaders who take breaks set a good example to their staff. They also appear more approachable and less-stressed; factors that lead to greater contentment and happiness in the office.
Value: Everyone wants to feel they and their work is being recognized and seen as contributing. There are a multitude of opportunities — in the moment, one-to-one verbally or in writing, a shout out at a team meeting, in front of another senior leader, and in a more formal setting such as a performance evaluation, to name a few. Most leaders miss these obvious chances to bring happiness in the workplace to their team. The behavior also establishes a bond that encourages everyone to perform at a higher level and with increased dedication. All too often, words of praise are first expressed when the team member announces he or she is leaving. Only then do many leaders realize what they have lost and wasted.
If praise doesn’t come naturally to you, or if it is something you don’t think you need (think again), force yourself to look for opportunities. Create a scorecard. Ask yourself, “Who haven’t I acknowledged in a while?” and take the person out for coffee. The value of that small action is immeasurable both in happiness and job satisfaction for both parties.
Focus: Porath and Schwartz found “only 20% of survey respondents said they were able to focus on one task at a time.” Those individuals claimed they were “50% more engaged.” There is an enormous amount of research proving multitasking is not as productive as people believe. It also provides less satisfaction (happiness) because nothing is ever completed. In the past, taking your eye off the ball meant a risk for physical danger. Today, the problem is intellectual distraction and burn-out. How much can I think about simultaneously? What is lost, polluted, or miscalculated?
How can we help our staffs focus? 1) Narrow the message. Steve Jobs was notorious for his edict — one thought per slide said in four words. Clear, concise, and focused — that is your goal. 2) Help your people manage their time — giving sufficient think time. Many people underestimate the time certain aspects of a project takes. If they are task-oriented, they may not allow enough time for the strategic part of the work. 3) Set and agree on reasonable expectations. Define what is important and give them the resources to achieve the goal.
The final characteristic of happiness in the workplace is…
Purpose: When the work we do is in line with our values, our personal goals, and aspirations, there is a greater sense of well-being. When people ask themselves, “Why am I here,” they need to get an answer that is not only in alignment with the team but also gives them pride and satisfaction. Too many workplaces do not voice their basic values. Granted, they may have a mission but that often is more customer-driven. Many employees have personal purposes that have little to do with the organization’s. That needs to be acknowledged and honored and possibly incorporated. In addition to being the right thing to do, a sense of purpose for the organization and its members has been proven to be an important engagement and retention factor. Want good people to stay with you? Help them feel and experience purpose.
Happiness in the workplace can be seen by some as a soft, unprofessional, time-wasting, attribute. I would argue that if your staff is your greatest asset, then their happiness is a critical measure. The researcher’s findings that renewal, value, focus, and purpose are essential parts of any high-functioning, people-focused, satisfying workplace, which becomes a roadmap.
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