The Wall Street Journal is Measuring Happiness at Work

Check this out—The Wall Street Journal is measuring happiness at work using the same assessment tool I have been using with my clients. This link takes you to the article and gives people the opportunity to use the free (short report) assessment. They will be reporting the results next month.

PS: The blog author Jessica Pryce-Jones wrote the book “Happiness at Work: Maximizing Your Psychological Capital for Success” is the founder of the iOpener Institute for People and Performance. I’ll be hanging out with Jess this weekend at the International Coaching Federation conference in Las Vegas, where she is one of the speakers.

If Happiness Drives Performance, How Do I Get Happy at Work?

In Happiness at Work: Maximizing your Psychological Capital for Success (2010), author Jessica Pryce-Jones takes her research with more than 3,000 respondents from 79 countries and gets to the heart of what drives happiness and (this is so cool!) found that happiness drives performance.

Happiness at work is defined by Pryce-Jones as a mindset that allows individuals and organizations to maximize performance and achieve their potential. This happens during the highs and low—when working alone or in teams. By mindfully making the best use of the resources you have, you overcome challenges. This not only builds your happiness but also that of others—who will be affected and energized by what you do.

Happiness predicts employee time on task, intent to stay in job, sick time, motivation, engagement, satisfaction, self-belief, and respect for self and others. The Performance-Happiness Model, which was developed based on the above research, has been successfully applied in more than 8,000 cases.

The Performance-Happiness Model

Performance Happiness Model VAt the center of the Performance-Happiness Model is believing that you are achieving your potential. This is important because that belief makes you happy, and the statistics around happy versus unhappy employees are staggering.

Pryce-Jones’ research (2010) shows that the happiest employees compared to their least happy colleagues:

  • are 47% more productive;
  • take on average 1.5 sick days per year compared to the United States average of 6 days per year (in the public sector the sick days range from 11 to 20 days per year);
  • are 108% more engaged;
  • are 50% more motivated;
  • have 180% more energy;
  • have 82% more job satisfaction;
  • are 25% more efficient and effective; and
  • have 25% more self-belief (pp. 28 – 29).

The five strong factors important to achieving your potential at work are the 5Cs: contribution, conviction, culture, commitment, and confidence. Three vital sub-themes giving additional perspective of happiness are trust, recognition, and pride.

Stay tuned as I explore the 5Cs, trust, recognition, and pride in upcoming blogs. And please share examples from your workplace on how you’ve seen the Happiness-Performance Model in action.

 

References

Pryce-Jones, J. (2010). Happiness at work: Maximizing your psychological capital for success. West Sussex, United Kingdom: Wiley-Blackwell.

 

 

Chris Receives Accreditation from iOpener Institute for People and Performance and Can Now Offer a Free Team Report

 

Capiche is happy to announce that Chris Cook has received full accreditation from the iOpener Institute for People and Performance, based in Oxford, England. Chris is the only iOpener-accredited coach in the Pacific Northwest, and she has access to iOpener tools and solutions that no other coach in the region enjoys.

iOpener accreditation allows Chris to use the People and Performance Questionnaire (iPPQ) to perform an in-depth analysis of how employees feel about their work and how well they are performing in their work environment. The iPPQ assesses both individuals and teams, providing leaders with clearer insights into what works in their organization, and what could be better. The iPPQ provides practical next steps and encourages managers and leaders to share responsibility with their teams.

If you are interested in a complimentary team report, call Chris.

These reports are highly pragmatic and allow Chris to focus on how to make positive changes in your organization while protecting what works well. Best of all, the iPPQ is grounded in years of research, which can be found in academic journals and at presentations worldwide.

Call Chris at 541.601.0114 or email chris@capiche.us to learn how you may receive your complimentary team report.

Empower Your Team to Boost Performance

Do you stay out of your employees’ way and allow them to problem solve?  If not, consider that you are likely the sort of boss who is a top-down, micromanager. The command-and-control model works well in the military but results in tremendous dysfunction for work teams. Hierarchical control often results in a vicious cycle in which the work team is rendered ineffective and unvalued.

If you are a leader, remember that you have nothing to prove. Let your team be the problem solvers, and show them that you have ideas and advice when needed. Stay out of the way.

 The best leader is the one who listens more than talks. Watch your body language and maintain eye contact with the person speaking. Try to minimize distractions.

Welcome divergent viewpoints and disagreement. Problem-solve as a team, asking for input. Assure your team that all perspectives and solutions are valued, and be sure not to shoot down any thoughts that are shared. Remember that you are not the only one with the answers.

Successful leaders trust and rely on followers to maximize team effectiveness. Your behavior as the leader can either strengthen or destroy the work team. Engage and empower your team, and your organization will enjoy enhanced company performance while increasing team morale and commitment.

Acid Bath or Nourishment?

Followers look to their leaders for helpful feedback so they can move toward achieving their potential. And as people are closer to achieving their potential, their organization benefits in greater sales, higher profits and a host of other positive outcomes.

Take care to not give your followers an acid bath—that’s what Maurer (1994) calls harsh feedback. Consider that the word feedback takes its root in the word “feed.” Feeding allows us to grow, and if we enjoy healthy food, our bodies are nourished. Consider healthy feedback as a tool for positive change, increased self-awareness, and (when delivered appropriately) allows us to grow and be nourished.

Leaders are made in two ways: assigned and emergent. A job as a director, manager, CEO, or other administrator is what makes one an assigned leader. More significant, though, is the emergent leader—a person who acquires leadership because others support and accept the individual’s behavior (Northouse, 2007). The latter happens through positive communication. As a person who nourishes others through healthy feedback, you become an emergent leader.

Consider that you are a leader in any situation in which you have influence with others. Your efficacy as a leader will be reflective of how you exert your influence, whether through negative criticisms or healthy feedback.

 

References

Harvard Business School Press (2006). Giving feedback: Expert solutions to everyday challenges. Boston, MA: Harvard Business School Press.

Maurer, R. (1994). Feedback toolkit: Sixteen tools for better communication in the workplace. Portland, OR: Productivity Press.

Northouse, P. (2007). Leadership theory and practice. Thousand Oaks, CA: Sage Publications Inc.

 

 

Cash in on Happiness

Cash in on Happiness
A lack of ethics and fairness in the workplace results in unhappy employees, who in turn become unproductive, lack creativity, and miss more days from work.  Happy employees work “more discretionary hours, take less sick leave, and stay longer in their jobs” (Pryce-Jones, 2010, p. 20). These findings are substantiated within the fields of psychology, neuroscience, and management (Achor, 2010).

Happy employees affect their colleagues and have an especially big impact on their followers (Achor, 2010; Luthans, Youssef, & Avolio, 2007; Pryce-Jones, 2010).  Repeated studies by Dr. Fred Luthans (and others) have demonstrated that leaders who have hope, efficacy, resiliency and optimism exhibit a contagion effect on those who report to them.  In a study on a high-tech manufacturing firm, 74 engineering managers received a 2.5-hour mini-intervention designed to increase manager hope, efficacy, resiliency and optimism.  After factoring in time away from the job for participation in the training, company overhead, and training costs, the return on investment was 270% (Luthans et al., p. 225).

The psychological capital and happiness at work concepts are recent phenomena, with their roots dating back to 2002. Research has substantiated their effectiveness in fields as diverse as engineering, law enforcement, insurance sales and manufacturing. The potential applications for other fields are endless, including (medical) helping professions, teaching, and athletics. In my view, increasing employee psychological capital and happiness at work will be critical for businesses wishing to have a competitive advantage in today’s global climate.

 

References

Achor, S. (2010). The Happiness advantage: Seven principles of positive psychology that fuel success and performance at work. New York, NY: Random House, Inc.

Luthans, F., Youssef, C., & Avolio, B. (2007). Psychological capital: Developing the human competitive edge. New York, NY: Oxford University Press.

Pryce-Jones, J. (2010). Happiness at work: Maximing your psychological captial for success. West Sussex, England: Wiley-Blackwell.

Successful Teams: Take It from the Heat

Ball Four BasketballWork teams pose many challenges and many rewards. What is the secret to a successful team? Salter (2011) interviewed three members of the NBA’s Miami Heat: LeBron James, Dwayne Wade, and Chris Bosh. The purpose of the interviews was to determine the attributes of a dream team, no matter the industry.  Among the findings:

1. Team members must make sacrifices, which may mean seeing “less of the basketball” (Salter, 2011, p. 82).  There is no place for solo stars on a dream team.

2. “Adversity is an asset” (Salter, 2011, p. 84). The rough times bring a team together. No team member wants a team to fail.

3. Try to resist second-guessing your team members. Be patient with each other and “beware the blame game” (Salter, 2011, p. 84).

Pryce-Jones (2010) concurs, suggesting that it is easy to for a team to focus on what is wrong.  The dream team, though, is the one that focuses on what is right.

References

Pryce-Jones, J. (2010). Happiness at work: Maximizing your psychological capital for success. West Sussex, England: Wiley-Blackwell.

Salter, C. (2011, May). The world’s greatest chemistry experiment. Fast Company, 155, 78-84.

The Happiness Gene

Kids Playing in a Lake with an Innertube

I was interested to hear that a new study is the first to identify a “happiness gene.” This meshes nicely with Sonja Lyubomirsky’s work, which says 50 percent of our happiness is genetically programmed, 40 percent is our choice and the other 10 percent is unknown.

Here’s the press release from the London School of Economics and Political Science:

People tend to be happier if they possess a more efficient version of a gene which regulates the transport of serotonin in the brain, a new study has shown.

The findings, published today in the Journal of Human Genetics, are the first to show a direct link between a specific genetic condition and a person’s happiness, as measured by their satisfaction with life.

This research led by behavioural economist Jan-Emmanuel De Neve, of the London School of Economics and Political Science (LSE), examined genetic data from more than 2,500 participants in the National Longitudinal Study of Adolescent Health (a representative population sample in the US). In particular, it looked at which functional variant of the 5-HTT gene they possess.

The 5-HTT gene, which provides the operating code for serotonin transporters in our neuron cell walls, has a variation (or allele) which can be either long or short. The long allele is more efficient, resulting in increased gene expression and thus more serotonin transporters in the cell membrane. Inheriting the gene from both parents, each of us will have a genotype which can be long-long, short-short or a combination of the two alleles.

The study compared the subject’s genetic type with their answer to the question “How satisfied are you with your life as a whole?”—to which they could give one of five possible answers: very satisfied, satisfied, dissatisfied, very dissatisfied or neither.

The results showed that a much higher proportion of those with the efficient (long-long) version of the gene were either very satisfied (35 per cent) or satisfied (34 per cent) with their life—compared to 19 per cent in both categories for those with the less efficient (short-short) form. Conversely, 26 per cent of those with the short-short allele were dissatisfied, compared to only 20 per cent of those with the long-long variant.

The study showed that possessing one long allele increases the likelihood of being very satisfied with life by 8.5 per cent as compared to having no long alleles of the 5-HTT gene. For two long alleles, the average likelihood of being very satisfied with life rose by 17 per cent in the study population.

Jan Emmanuel De Neve

Jan-Emmanuel De Neve said: “It has long been suspected that this gene plays a role in mental health but this is the first study to show that it is instrumental in shaping our individual happiness levels.”

“The results of our study suggest a strong link between happiness and this functional variation in the 5-HTT gene. Of course, our well-being isn’t determined by this one gene—other genes and especially experience throughout the course of life will continue to explain the majority of variation in individual happiness. But this finding helps to explain why we each have a unique baseline level of happiness and why some people tend to be naturally happier than others, and that’s in no small part due to our individual genetic make-up.”

The paper is entitled ‘Functional polymorphism (5-HTTLPR) in the serotonin transporter gene is associated with subjective well-being: evidence from a US nationally representative sample’ and is available at the Journal of Human Genetics (http://www.nature.com/jhg/journal/vaop/ncurrent/index.html) or from the LSE Press Office or the author.

A related paper prepared by Jan-Emmanuel De Neve and co-authors Nicholas Christakis (Harvard Medical School), James H. Fowler (University of California, San Diego), and Bruno Frey (University of Zurich) further develops this research and looks at the evidence produced from a study of twin pairs. This work shows that genetics explain about one-third of the variation in human happiness. This paper is currently available as a SSRN working paper.