The document discusses the importance of happiness at work and its impact on individual and organizational performance. It identifies three types of happiness—emotional, trait, and mindset—and introduces a performance happiness model that emphasizes trust, recognition, and pride. The findings suggest that employees who are happier are more engaged, motivated, and successful in their careers, highlighting happiness at work as a critical business necessity.

1. Does Happiness Pay?
DECEMBER 5TH 2023 | KATIE DEMAIN

2. How does
happiness at work
(or the lack of)
show up?

3. What are the behaviours that you see in …?
Someone who is
happy J at work
Someone who is
unhappy L at work

4. What are the behaviours that you see in …?
happy J
unhappy L
productive
unproductive

5. Cost of Misery

6. Happiness at Work
&
Happiness

7. Happiness: 3 types

8. Three kinds of happiness
emotional
(mood)
trait
(personality)
mindset
(state)

9. mindset
Happiness at Work is a

10. D E F I N I T I O N
Happiness at Work is a mindset that enables action
to optimise your performance and
to achieve your potential

12. iOpener at a glance
Building Positive
Organizational Culture
Delivering Leadership
Development
Increasing Happiness
at Work
We develop people and organizational performance
through the power of Happiness at Work

14. S E S S I O N O B J E C T I V E
To:
• Understand what Happiness & Happiness at Work are
• Consider why they matter
• Answer the question “How can we develop more Happiness at Work?”
• as individuals
• as teams
• as organisations

15. Today’s Agenda
To:
1. Contextualise & define Happiness at Work
2. Unpack the Performance Happiness Model™
3. Learn how to read your H@W report and decide what to do as a result
4. Consider the competencies/behaviours/rituals of leading a happy team
5. Ask how you as Leader/Manager can increase H@W in your organisation/team

16. Your Individual Happiness

17. ‘The Big 7’ (Features of Happiness)
1. Family
2. Financial situation
3. Work
4. Friends and community
5. Health
6. Personal values
7. Personal freedom
Source: Layard, R. (2012) Happiness: Lessons from a New Science

18. Map of World Happiness, early 2023

19. Does happiness promote career success?
§ Does happiness come first?
§ Or does success make you happy?
§ Or is it bi-directional?
Boehm J.K. & Lyubomirsky S, (2008), Does happiness promote career success, J of Career Assessment, 16(1), 101-116

20. Happiness at Work – a huge chunk of your life
Happiness
at Work
General
Happiness
Wellbeing

21. Subjective Happiness Scale – Lepper & Lyubomirsky
1. In general, I consider myself …
1 2 3 4 5 6 7
not a very happy person a very happy person
Question 1

22. SHS – Lepper & Lyubomirsky
2. Compared to most of my peers, I consider myself ...
1 2 3 4 5 6 7
less happy more happy
Question 2

23. SHS – Lepper & Lyubomirsky
3. Some people are generally very happy. They enjoy life regardless of
what is going on, getting the most out of everything. To what extent does
this characterisation describe you?
1 2 3 4 5 6 7
not at all a great deal
Question 3

24. SHS – Lepper & Lyubomirsky
4. Some people are generally not very happy. Although they are not
depressed, they never seem as happy as they might be. To what extent
does this characterisation describe you?
1 2 3 4 5 6 7
not at all
a great deal
Question 4

25. General Happiness
Have you got your H@W report to hand? Please turn to page 8

26. How happiness at work
impacts you & your team

27. Comparing performance
Averagely
happy at work
Quite
unhappy at
work
Quite
happy at
work
Happiest at
work
Least happy
at work
How do the happiest at work perform compare to the least happy?

28. Time/focus on task
0
10
20
30
40
50
60
70
80
90
100
%
of
time
on
task
Comparing the happiest employees
with their least happy colleagues
Most happy
Least happy

29. Comparing the happiest employees
with their least happy colleagues
Intention to quit
0
10
20
30
40
50
60
Most happy
Least happy
Number
of
months

30. Sick leave
0
1
2
3
4
5
6
7
Number
of
sick
days
taken
Comparing the happiest employees
with their least happy colleagues
Most happy
Least happy

31. 0
10
20
30
40
50
60
70
80
90
100
%
of
time
feeling
energized
at
work
Time energized
Comparing the happiest employees
with their least happy colleagues
Most happy
Least happy

32. Comparing performance
(of the happiest at work perform compared to the least happy)
• 180% more energised
• 108% more engaged
• 50% more motivated
• 40% more confident
• & have 50% more belief in their potential

33. Also, they are:
• are liked and respected more by their colleagues
• achieve goals more often
• get better feedback
• learn more
• get promoted faster & earn more
• are more creative and innovative
• are more resilient
Comparing performance
(of the happiest at work perform compared to the least happy)

34. Exercise: 5 things

35. (For themselves and for others)
• Exercise
• Ask yourself: What do happy, high performing colleagues in your teams
routinely do to ensure their own happiness at work and high performance, and
that of others?
• Shortlist 5 things that you think matter the most
What do happy, high performers routinely do?

36. Performance Happiness Model™

37. It:
• is an ecosytem
• has Achieving Your Potential at
its core
• is built around the drivers of
Happiness at Work; the 5Cs
• is held together by the overarching
elements of Trust, Recognition &
Pride
Overview of the model

38. - Contribution
The effort you make and how it’s perceived
- Conviction
Your short-term motivation
- Culture
Your feeling of fit with your organization
- Commitment
Your long-term engagement with your role
- Confidence
Your self-belief in yourself and your team
5Cs – a 5 factor structure

39. Performance Happiness Model: showing factors and items

40. Trust, Recognition & Pride – the overarching items
- Trust
How much you trust your organization
- Recognition
How much recognition you get from your
organisation for the job you do every day
- Pride
How proud you are to work for your organization

41. Your H@W report

42. What’s in your H@W report?
§ Front page
§ Page 2
§ Page 3
§ Page 4
§ Page 5
§ Page 6
§ Page 7
§ Page 7
§ Page 8
§ Page 8
Performance Happiness Model
Reading your H@W report?
§ 5Cs pentagon
§ Achieving Your Potential
§ 3 highest and 3 lowest
§ Trust, Recognition & Pride
§ General Happiness
§ Contribution
§ Conviction
§ Culture
§ Commitment
§ Confidence

43. Trust, Pride &
Recognition

44. What’s in your H@W report?
§ Front page
§ Page 2
§ Page 3
§ Page 4
§ Page 5
§ Page 6
§ Page 7
§ Page 7
§ Page 8
§ Page 8
Performance Happiness Model
Reading your H@W report
§ 5Cs pentagon
§ Achieving Your Potential
§ 3 highest and 3 lowest
§ Trust, Recognition & Pride
§ General Happiness
§ Contribution
§ Conviction
§ Culture
§ Commitment
§ Confidence

45. 5Cs Pentagon

46. 3 highest and 3 lowest

47. Positive Psychology

48. Take a Positive Psychology approach
Case Study: Daley Thompson
Positive Psychology asks:
• What have I got that’s good?
• How can I leverage that?

49. Individual Reflection Time
Highlight your report as you read through: What stands out to you?
Make notes in your journal:
1. What’s working well?
2. What isn’t working well?
3. What are you going to action?
- To leverage what’s good
- To address what’s not so good

50. Why?

51. H@W is a personal resource

52. H@W drives engaged
behaviours

53. How can H@W influence
higher team performance?

54. Emotion is a feature of being human
Antonio Damasio
Professor of Neuroscience, Brain & Creativity Institute, USC
Humans are feeling
beings who also think.
Emotion is a feature, not a bug.

55. Emotions drive everything we do
feel
think
do

56. The neuroscience of emotion

57. What we do with an emotion
an
emotion
a series
of
thoughts
a
choice
of
actions
thought-action repertoire
Source: Barbara Fredrickson; The Broaden-and-Build Theory of Positive Emotions (2004)

58. narrowed
mindset
and a
specific
action
What we do with an emotion
Source: Barbara Fredrickson; The Broaden-and-Build Theory of Positive Emotions (2004)
a
negative
emotion
narrowed
mindset
and a
specific
action
1.fight!
2.run!
thought-action repertoire

59. What we do with an emotion
Source: Barbara Fredrickson; The Broaden-and-Build Theory of Positive Emotions (2004)
thought-action repertoire
a
positive
emotion
broadened mindset of
ideas & a string of
actions and increased
social bonds
broadened
mindset of ideas &
a string of actions
and increased
social bonds

60. How?

61. The 2 traits that account for 90% of your first impression
Dominance Warmth
▪ likability
▪ awareness of self & others
▪ sensitivity
▪ respect
▪ competence
▪ drive

62. high
low
high
low
amiable
analytic
expressive
driver
Warmth
(People first)
Dominance/
Assertiveness
Social Styles
(Task first)
Bolton & Bolton Social Styles at Work

63. 63
COMPETENT
JERK
(mostly avoided)
LOVABLE
STAR
(desperately wanted)
LOVABLE
FOOL
(mildly wanted)
INCOMPETENT
JERK
(desperately avoided)
warmth
competence
Source: Casciaro & Sousa Lobo, HBR 2005
The Competent Jerk Model

64. • Focus on people as well as task (build camaraderie)
• Stay in tune with your team’s Happiness at Work (measure it)
• Encourage a candid voice climate, for feedback, issues that matter and
healthy conflict
• Link what you do to organisational vision / team vision (join the dots)
• Remember the positivity ratio 3:1
• Listen more
• Ask more questions
Consider the following to increase team Happiness at Work

65. Jessica Pryce-Jones
Wiley Blackwell 2010
“Happiness at Work is not just a
‘nice-to-have’. It’s a must-have
business fundamental that can be
measured & managed.”

66. Does Happiness Pay?

67. iOpener Institute for People and Performance
Prama House | 267 Banbury Road | Oxford OX2 7HT UK
+44 (0)1865 511522 | info@iopener.com
katie.demain@iopener.com