Happiness at Work
23rd September 2021
The companies I am involved in currently are happy places. What a difference that makes! I have worked in unhappy places, and although the work may get done, it takes a toll on my mental and physical health.
There is a sombre mood in the air, so I thought I should consider happiness, its roots and its fruits. This column focuses on how entrepreneurs and business owners have the power to influence many people.
Compelling research finds that happiness at work improves productivity and related elements like customer service. But even if it didn’t, why wouldn’t one want to be happy at work? Why spend so much time and effort working if it does not bring happiness to you and those you work with?
Happiness is a positive feeling that arises during pleasant experiences and activities. But unhappiness can follow if things turn bad. So this transient feeling of happiness needs anchoring in a more permanent source that lasts through times of adversity and loss – and pandemics.
How does one establish a happy workplace? Writing in the Greater Good Magazine, Emiliana Simon-Thomas offers the handy acronym PERK – Purpose, Engagement, Resilience and Kindness.
It is well established that a sense of meaning in life helps people persevere and survive emotionally amidst the worst circumstances. This sense of Purpose comes from the belief that your work makes a contribution to others in a way that you value. For example, entrepreneurs might be sustained by providing a secure livelihood for their families and their staff or by providing a service that the community needs. And they can sustain their team by emphasising the value of each one’s contribution.
At its most intense, Engagement in a task has been described as a state of “flow”. People are happier at work when it brings them opportunities to be so focused that they lose track of time. Not all jobs lend themselves to this degree of immersion, but all good jobs can and should give people a say in decisions that affect what they do, and when and how they do it. Business owners can help by giving staff scope to be creative in finding and suggesting improvements, and opportunities to be stretched by greater challenges and to develop new skills and knowledge, all accompanied by feedback and recognition of their contribution.
Resilience comes from managing stress well and building coping resources. I would add Relationships for the R in PERK. Investing in a few key relationships yields happiness dividends for a lifetime – for both parties.
Finally, research also supports the role of Kindness and gratitude in reducing negative moods and increasing happiness. Business owners can contribute considerably by enabling staff to treat each other supportively and with respect. Building a people-focused culture is a long-term task that needs to be modelled from the top.
Happiness flows from choosing the suggestions above, and others like exercise, appreciating beauty in nature and art and beginning each day focused on the good you can achieve. But trying too hard to be happy can be counter-productive. Following too many self-help directives swallows time and energy and can lead to self-absorption, disappointment, and guilt at not succeeding – all emotions that banish happiness.
So know what choices you have. You can control your own behaviour, effort, and your attitude to life. You cannot control pandemics or what others do, think, feel and say – including how they judge you.
For business owners, bringing happiness is a choice too. As champions of happiness at work, not only do we add to the happiness of others, but we also strengthen our own sense of purpose and add another reason to approach each day with enthusiasm and anticipation.
Jonathan Cook is a counselling psychologist and chairman of the African Management Institute. He is also the host of AMI’s weekly Rise reflection series focused on supporting you in your business and your personal wellness.
This article was originally published on BusinessLive on 30 August 2021 and is republished with permission.
Customer service is the manager’s responsibility
I heard of a rural hospital that closed its doors to visitors on Freedom Day. A public holiday affords workers a rare opportunity to visit their loved ones during the week. In this case a man travelled overnight to see his father, only to be turned away: “It’s a public holiday; we’re closed.”
Viva the little people who create jobs and serve their communities
Dunvegan, a suburb east of Johannesburg, is bisected by a road with two large traffic circles. The circles feature attractive, well-designed and lovingly maintained gardens. That is both welcome and surprising, as the local government is not particularly known for its public gardens.
Turning chronic problems into acute challenges we can solve
Two years ago I wrote in this column that the entrepreneurial priority then was to save as many livelihoods as we could. “Many small businesses and gig workers face ruin in the coming weeks, with economic damage rivalling health threats; so our response should be as urgent as for the health threat.”