Tackling productivity through happiness (a blog for the ILM)

Post date: May 23, 2013 1:42:35 PM

If you want to improve productivity, reduce staff turnover and slash sickness rates, then the key lies in the psychology of 'happiness' – a term often used synonymously with 'wellbeing', a positive state in which people can achieve their potential'ⁱ.

Happy staff suffer less illness (from colds and ‘fluⁱⁱ right through to heart diseaseⁱⁱⁱ), are more resilient to stress^iv, more creative^v and more productive^vi, and less likely to leave their jobs within two years.^vii

Work should be motivating and satisfying, and this happens when jobs are both 'challenging and meaningful' and give employees 'opportunities to use their skills, to influence how they work and control the pace of work.'^viii

What can we do to make our staff happier? Daniel Pink describes three key elements for job satisfaction: 'mastery, 'autonomy' and 'purpose'.^ix

Mastery:

People need 'engagement' for job satisfaction, with work that is challenging, but within their capacity to achieve. Often people become fully absorbed in tasks that offer this balance, and this state, known as 'flow'^x, contributes to their wellbeing. You can:

• Help your staff identify and work to their strengths;
• Ensure they have opportunities to focus on challenging tasks that are within their capability and capacity to achieve;
• Give regular praise and encouragement.

Autonomy:

Managers often fall into the trap of expecting staff to be visibly working (presenteeism) in order to feel in control, but the evidence suggests that giving autonomy to staff will make them happier, less stressed and more productive^xi. You can:

• Allow staff as much flexibility as possible (within clear parameters);
• Give them control over how they organise their work;
• Trust them to get their work done (even when out of sight).

Purpose:

Happy staff feel their work is meaningful and absorbing, and when their individual values are aligned with those of their organisation – common goals and purpose contribute to high job satisfaction.^xii You can:

• Motivate your staff by sharing team and organisational goals;^xiii
• Praise them often and focus on their strengths (not weaknesses);^xiv
• Help them adapt their work, where possible, so that they can use their strengths every day;^xv
• Reinforce the value of their work, and how it contributes to the whole^xvi.

Actively building resilience to stress:

Stress is estimated to cost employers £3.7 billion annually^xvii. Numerous experiments have shown a demonstrable link between 'positive emotions'^xviii, and reduced symptoms of stress. Moreover, happier people have the ability to see more options and think more creatively (Fredrickson's 'broaden and build' theory^xix). Small changes make a big difference when they give rise to positive emotions. You can:

• Encourage social interactions at work - even brief positive social interactions create positive emotions, protecting against illness and stress;^xx
• Encourage staff to take regular breaks, and to get outside each day – contact with nature is very restorative;^xxi
• Encourage a healthy balance between work and life^xxii.

You may be thinking this is all nonsense, and could never work. Consider, then, this test performed on experienced doctors, who were given sweets to prime them to be in a happy mood.^xxiii The study showed they were more creative and open in their thinking, reaching the correct diagnosis almost twice as quickly as the control group, who received nothing.

We tend to assume that success is what makes us happy, but the evidence suggests it is, in fact, the other way around: happiness predicts success.^xxiv

Notes

i

Foresight Mental Capital and Wellbeing Project (2008) Final Project Report – Executive Summary p1

ii Seligman (2003) Authentic Happiness

iii Seligman (2011) Flourish p.204; Achor (2011) The Happiness Advantage p.132.

iv Achor (2011) p4

v Fredrickson (2009) Positivity p.72; Achor (2011)p.41.

vi Achor (2011); Dewe & Kompier (2008) Wellbeing and Work: Future Challenges; ILM (2013) The pursuit of happiness: positivity and performance among UK managers.

vii ILM (2013)

viii Dewe & Kompier (2008) p43

ix Pink (2009) in www.actionforhappiness.org (3/1/12) New Year Resolution to make your workplace happier

x Cszikszentmihalyi (1990) Flow

xi Dewe & Kompier (2008)

xii ILM (2013)

xiii ILM (2013)

xiv Achor (2011) p57

xv Seligman (2003)

xvi Action for Happiness (online 3-1-12)

xvii Dewe & Kompier (2008) p7

xviii Joy, gratitude, serenity, interest, hope, pride, amusement, inspiration, awe, love' Fredrickson (2009) p39

xix Fredrickson (2009)

xx Achor (2011)

xxi Achor (2011)

xxii Action for Happiness (online 3-1-12)

xxiii Estrada et al (1997) in Achor (2011) p47

xxiv Achor (2011) p

Edited version posted on ILM (Institute of Leadership & Management) 23-5-13