Happiness at work

Good Leadership and Organisational Well-Being

Well-being iStock-511789168Continuing with the last week’s theme and pursuing the subject of leadership and the question of whether or not you are a good leader, another area worth assessing is your organisational well-being. Is this a topic you ever consider and, if so, to what extent? Ideally you will regularly be asking yourself:

  1. What is the state of our organisational well-being?
  2. Am I doing enough or could/should I being doing more to improve it?

Yet you are perhaps unlikely to be doing so. Why? Because there does not even seem to be any generally accepted definition of organisational well-being!

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Seasonal Wishes

It seems to come around more quickly than ever, as if trying to catch you by surprise.  Nevertheless, ready or not, it is once again the time of the year to take a break from business and the responsibilities of everyday life and focus on things that are just as - and possibly even more - important. No doubt you have earned the break and, however long yours is, as you take it, I wish you and yours everything you wish yourself for the festive season holidays and the coming New Year. May you see the fulfillment of every one, and even more. I look forward to your company again in the New Year.

2016 Happy Holidays

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If you like what you have read contact me today to discuss how my ‘Every Individual Matters’ Model could provide the catalyst to help you create a culture in which everyone cares and the business becomes our business, embedding improvement that transforms – and sustains – organic business performance.

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Bay Jordan

Bay is the founder and director of Zealise, and the creator of the ‘Every Individual Matters’ organisational culture model that helps transform organisational performance and bottom-line results. Bay is also the author of several books, including “Lean Organisations Need FAT People” and “The 7 Deadly Toxins of Employee Engagement” and, more recently, The Democracy Delusion: How to Restore True Democracy and Stop Being Duped.


Securing the Successful Future of Your Organisation

How not to lead change - 123rf_25317560_sLess than 3% of leadership time is spent on collectively building a view of the future. At least, so said Gary Hamel and CK Prahalad in their book “Competing for the Future.” You might find some comfort in the fact that shocking statistic is over two decades old. But, even if things have improved subsequently, it is cause for concern.

Both the pace of change, and the fact that 70% of change initiatives, reportedly, fail to achieve their objectives, suggest that proportion should be significantly higher. This implies a need to take action to improve matters. Before identifying how to do that, however, you might ask, “Why, given the rate of change, do leaders not spend more time on this?” After all, safeguarding the future is surely a primary leadership responsibility.     

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No Mas! It’s Time to Make a Stand!

No More 123rf.com_23101498_sYou could count all the words of Spanish I know on one hand, but “No Mas!” is a phrase I remember well (thanks to an historical boxing match last century.)  But it took on a new relevance this past week.

This stemmed from a TED talk, “How to Save the World (or at Least Yourself) from Bad Meetings” in which David Grady coins the phrase “Mindless Acceptance Syndrome” or “MAS.” As you might expect from the talk title, he is referring here to an unthinking acceptance of attendance at meetings, something he definitely sees as needing to stop.  If, like most people, your life is plagued by meetings, you will find it worth the less than 7 minutes investment of your time.  For me, though, it had a deeper significance than just meetings.

There were two primary, ultimately inextricably linked, reasons for this.

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Human Governance: Golden Rule or Platinum?


Weighing things up 123rf.com_17770089_s
Last week I wrote about The Golden and Platinum Rules in the context of Customer Experience. Today I want to discuss them in the broader context of human relations before, once again, narrowing the perspective and looking specifically at their role in the workplace. But, first let’s ensure a common starting point.

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Achieving the Remarkable

Remarkable 123RF 48999371_sLike millions of people all around the world, I have been enjoying the spectacle of the Olympic Games. Watching top performers at the peak of their abilities is always good but the Olympics are special. They offer a unique combination of competition and camaraderie that creates a WOW! that uplifts athlete and spectator alike.

There can be no doubt about the intensity of the competition. Every athlete is striving to stretch beyond anything they have ever achieved before and prepared to endure massive physical discomfort in the process, which is what makes it such compelling viewing.  Nevertheless, the competition somehow still, ultimately, seems to become secondary. Goodwill and good sportsmanship is manifested in a way it isn’t in any other sporting arena.

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How to Create a Great Employer Brand

Where does your company rank in the echelons of “best employer” or “best company to work for”? After all the likelihood is that, even if it is not ranked, it will have taken, or considered taking, part in the evaluation. Ranking has become ubiquitous. We have league tables for schools, universities, hospitals and who knows what else. Perhaps the time has come to question whether we have taken this competitiveness too far, and to recognize the practice as counter-productive, insidious and invidious.

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Why our approach is all wrong

Bride and Groom - 123rf.com 21173805_sLast Saturday I was privileged to be part of my niece’s wedding. It was a memorable occasion, on a beautiful sun-drenched day with joy, love, and fun extending throughout the day and the late-night dancing and celebration. Sunday, however, was different, despite being just as beautiful a day. It was as though the goodness had gone on honeymoon with the bride and groom, and, the weeks’ of planning and preparations now over, the rest of us were left feeling unfocused, flat and purposeless.

This contrast exemplifies the way our attitudes and expectations shape our experience. Nothing had really changed, yet the world felt different. It is undoubtedly a better place when love is prevalent.

Reflecting on this I started questioning why it takes a wedding to bring out all that latent goodwill, fellowship and friendship. Yes, a wedding is a formal declaration of love and common purpose between two people, but it is merely symbolic. The substance exists without it and, apart from formalising it and providing a legal and/or moral framework for the union, the ceremony intrinsically changes nothing. So why isn’t it more evident in everyday life?

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Addressing and Mastering “The Issue of Our Time”

It's happening. In the last three weeks alone, Foxconn announced it will replace 60,000 factory workers with robots, a former CEO of McDonald’s said given rising wages, the same would happen throughout their franchises, Walmart announced plans to start testing drones in its warehouses, and Elon Musk predicted fully autonomous car technology would arrive within two years.  

Artifical Intelligence 123rf.com 6383792_sWhether it's worker displacement, the skills gap, youth unemployment, or socio-economic stratification, the impact on society will be staggering. I’ve said it on multiple occasions and believe it even more so every day: creating economic opportunity will be the defining issue of our time.”

Those are the words of Jeff Weiner, CEO of LinkedIn, taken from his publication of his email to all LinkedIn employees announcing the company’s acquisition by Microsoft. Like Weiner, I am concerned about the proliferation of artificial intelligence (AI) and its implications. Thus I am delighted by his recognition of the phenomenon and its impact. It is undoubtedly the defining issue of our time, not only because of the need to create economic opportunity but because of the dangers inherent in failing to do so effectively. 

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Mastering “The Paradox of Being Human”


The whole conundrum around the struggle between selfishness and selflessness, with its biological roots – or what Simon Sinek calls “The Paradox of Being Human” – gives us so much more to ponder than just the innate conflict between individual and organisational objectives for which I proposed a solution last week.  The biology – summarised again in the table below – is also significant because it suggests happiness or satisfaction is situational and is therefore transient, which implies that “the pursuit of happiness” is a futile exercise: at best a fleeting goal. 

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