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Managing for Happiness

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The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.

http://managehappy.com

Published in: Business
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Managing for Happiness

  1. 1. Most managers have no clue how to work with people
  2. 2. Managers drive the business like a machine
  3. 3. Bad management Bad performance
  4. 4. Everything has changed!
  5. 5. Change is easier when people share food
  6. 6. Photo credits, with permission: Jurgen Appelo
  7. 7. Manage the system
  8. 8. Nurture happiness
  9. 9. Teams should have reasons to celebrate
  10. 10. Embrace playfulness
  11. 11. Run experiments
  12. 12. Accelerate learning
  13. 13. Contracts impose limits on freedom and happiness
  14. 14. Innovate management
  15. 15. Build for meaning
  16. 16. Build for meaning
  17. 17. Innovate management
  18. 18. Accelerate learning
  19. 19. Run experiments
  20. 20. Embrace playfulness
  21. 21. Nurture happiness
  22. 22. Manage the system
  23. 23. Build for meaning Innovate management Accelerate learning Run experiments Embrace playfulness Nurture happiness Manage the system
  24. 24. Core Competencies, ROI, bla bla bla, etc. • Build for meaning • Innovate management • Accelerate learning • Run experiments • Embrace playfulness • Nurture happiness • Manage the system (something going up)
  25. 25. The word management is derived from the Italian word maneggiare, which means handling horses.
  26. 26. Giving and Taking Control Quite often, when managers delegate work to people or teams, they don’t give them clear boundaries of control.
  27. 27. Delegation is not a binary thing. There are more options than being a dictator or an anarchist. The art of management is in finding the right balance.
  28. 28. 1. Tell You make a decision for others and you may explain your motivation. A discussion about it is neither desired nor assumed.
  29. 29. 2. Sell You make a decision for others but try to convince them that you made the right choice, and you help them feel involved.
  30. 30. 3. Consult You ask for input first, which you take into consideration before making a decision that respects people’s opinions.
  31. 31. 4. Agree You enter into a discussion with everyone involved, and as a group you reach consensus about the decision.
  32. 32. 5. Advise You will offer others your opinion and hope they listen to your wise words, but it will be their decision, not yours.
  33. 33. 6. Inquire You first leave it to the others to decide, and afterwards, you ask them to convince you of the wisdom of their decision.
  34. 34. 7. Delegate You leave the decision to them and you don’t even want to know about details that would just clutter your brain.
  35. 35. The 7 Levels of Delegation is a symmetrical model. It works in both directions.
  36. 36. A delegation board gives managers “something to control”. It is better that they push around the notes on a delegation board rather than the people in their organization.
  37. 37. Photos: © 2015 Jürgen Dittmar
  38. 38. m30.me/delegation-poker
  39. 39. Does success lead to happiness, or does happiness lead to success?
  40. 40. Argh, it’s difficult! We now know that happiness is the precursor to success, not merely the result. - Shawn Achor, The Happiness Advantage Does employee satisfaction lead to high performance? Probably, but [...] the reverse effect is stronger. - Phil Rosenzweig, The Halo Effect
  41. 41. Despite the complexity, a simple fact is… Happy workers do more and achieve more source: ScienceDaily, “We Work Harder When We Are Happy, New Study Shows” http://bit.ly/OV0HZP
  42. 42. What are the things that make people happy in their jobs?
  43. 43. Thank someone and be appreciative toward your colleagues, every single day
  44. 44. Give something to another person or make it possible for others to offer gifts
  45. 45. Help someone who is in need of assistance, or enable colleagues to help each other
  46. 46. Eat well, and make good, healthy foods easily available for everyone
  47. 47. Exercise and work out regularly and make it easy for people to take care of their bodies
  48. 48. Rest well, sleep sufficiently, and enable colleagues to refresh their minds
  49. 49. Experience new things, try stuff out, and let people run all kinds of experiments
  50. 50. Hike outdoors, enjoy nature, and allow people an escape from the office and the city
  51. 51. Meditate and get people to learn and adopt mindfulness practices
  52. 52. Socialize, relate to other people, and make it easy for colleagues to develop connections
  53. 53. Aim for a goal and get people to understand and realize their own purpose
  54. 54. Smile whenever you can, appreciate humor, and get colleagues to engage in fun activities
  55. 55. 12 Steps to Happiness (all backed by science) Thank Give Help Eat Well Exercise Rest Experience Hike Meditate Socialize Aim Smile
  56. 56. m30.me/twelve-steps
  57. 57. A
  58. 58. A B
  59. 59. A B C
  60. 60. 100 100 100 100
  61. 61. 90 100 100 100 10 10
  62. 62. 90 100 95 100 5 10 5
  63. 63. 90 85 95 100 15 10 5 15
  64. 64. 75 90 125 110
  65. 65. 200 195 235 170
  66. 66. 320 315 305 260
  67. 67. 320 315 305 260 € 1000
  68. 68. 320 315 305 260 € 2000
  69. 69. 320 315 305 260 € 3000
  70. 70. 320 315 305 260 € 787 € 650 € 763 € 800
  71. 71. When is it payout time?
  72. 72. Yay!
  73. 73. Handbooks / Culture Books In some companies, employees document espoused values and culture with a book or video. Values
  74. 74. source: © 2014 Zappos, “2014 Culture Book” http://www.zapposinsights.com/culture-book Zappos
  75. 75. source: © 2014 Zappos, “2014 Culture Book” http://www.zapposinsights.com/culture-book Zappos
  76. 76. Comparing documented values with stories of actual behaviors helps you reinforce and redefine the culture, iteratively.
  77. 77. Many organizations hold a yearly company-wide values day where everybody is invited […] to revisit the organization’s purpose, values, and ground rules and inquire how they […] live up to them. - Frédéric Laloux, Reinventing Organizations Values Day
  78. 78. The culture of any organization is shaped by the worst behavior the leader is willing to tolerate. - Gruenter and Whitaker (source unknown)
  79. 79. The culture of any organization is shaped by the best behavior the leader is willing to amplify.
  80. 80. Dare to be bold. Always be kind. Make it creative.
  81. 81. Should we celebrate failure? Or should we celebrate success?
  82. 82. The Celebration Grid compares behaviors with outcomes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  83. 83. Good practices usually lead to success. That’s why we have them. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  84. 84. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE Though sometimes, good practices can fail.
  85. 85. We avoid mistakes (bad practices) because they often lead to failure. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  86. 86. Though sometimes, mistakes surprise us with unexpected success. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  87. 87. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE We run experiments when we don’t know if we will succeed.
  88. 88. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE With all experiments, there is a good chance of failing.
  89. 89. Learning is optimal when we have a 50/50 chance of succeeding. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  90. 90. We don’t learn anything when we just repeat good practices. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  91. 91. We also don’t learn anything when we repeat the same mistakes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  92. 92. We do learn when good practices fail, though it doesn’t happen often. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  93. 93. And we learn when mistakes are successful, which is also rare. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  94. 94. “Celebrate failure” includes failure from mistakes. That makes no sense. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  95. 95. “Celebrate success” makes more sense, but this ignores learning. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  96. 96. We know that learning is optimal when we run experiments. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  97. 97. Networks are great at running experiments and exploring opportunities. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  98. 98. Hierarchies are good at repeating practices and exploiting successes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  99. 99. Hierarchies are also good at repeating the same mistakes. ;-) MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  100. 100. Healthy organizations make use of both networks and hierarchies. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  101. 101. They use networks for creativity, innovation and effectivity. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  102. 102. They use hierarchies for quality, predictability and efficiency. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  103. 103. It is important to celebrate successes, with a focus on good practices. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  104. 104. And it is important to celebrate learning, in safe environments. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  105. 105. Build for meaning Innovate management Accelerate learning Run experiments Embrace playfulness Nurture happiness Manage the system
  106. 106. m30.me/happiness
  107. 107. m30.me/happiness

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