By Francis Wade
Friday, 19 June
2015.
Kingston, Jamaica-
It’s easy in these times of economic
difficulty to focus on the bad news. The fact is, just the exercise of watching
prices rise and exchange rates falter gives each of us evidence that being
unhappy is no longer a choice, but a consequence.
In corporate Jamaica, executives
who trust in the link between employee productivity and happiness scratch their
heads wondering what to do. They conclude that employees who can influence
their state of mind can also be more productive. They know that giving away
more money doesn’t work for more than a short time, that engagement is not
something that can be bought or sold at a price. It must come from inside.
However, they typically have a
difficult time translating this knowledge into concrete action. For example,
employee appraisals often devolve into little more than cliches. This confuses
the recipient, who based on the feedback, has no idea what to do differently.
An example borrowed from a
recent study highlights the need for managers to do their own research.
Happiness, it appears, is not a random mood that descends out of nowhere.
Instead, it’s strongly correlated to particular habits.
First, let’s consider the
opposite. I have a friend who has a habit of recreating past disappointments
with remarkable ease. She not only remembers the details, but evokes all the
emotions that were present in that moment, no matter how long ago. She is
well-practiced.
Contrast her routine with one
described by University of Pennsylvania professor Martin Seligman. “Every night
for the next week, set aside ten minutes before you go to sleep. Write down
three things that went well today and why they went well. Next to each positive
event, answer the question ‘Why did this happen?'”
I can speak to the power of such
a practice. For the past 13 years or so, I have recorded a list of things I am
grateful for, before sending it via email to another person. Today, it’s an
activity scheduled in my calendar each week that I hope to become as routine as
brushing my teeth.
The effect, which Seligman
details, is remarkable. After I hit “Send” I feel immediately different. The
fact that someone close to me is reading the list makes a big difference
because it’s a peek into some of my innermost thoughts. It acts as a powerful
reminder of what’s important.
As you may imagine, these two
contrasting sets of habits produce opposite results. Is it conceivable that
this simple technique could be taught in corporations? In the right context,
“Yes.” Employee resilience is an attribute companies say they care about a
great deal, but do little to help employees develop. The few who attempt to
hire “Rah-Rah” motivational speakers discover that this effect doesn’t last
long. What endures for much longer are new repetitive behaviours like the ones
Seligman uncovered.
The best news of all is that the
technique of translating an emotional state into practical, teachable behaviour
changes is one that anyone can learn. In fact, it’s a must if you, as a
manager, hope to create new productive habits among your employees. Here are
some guidelines.
1. Translate Emotions
into Behaviours
Take a long, hard look at the end-result: an emotion, feeling or attitude you
want. (It may be quite vague at first.) Then, decide which observable
behaviours can be used as a proxy. In other words, ask yourself: If someone
were to implement the chosen behaviours, would it be reasonable to assume that
the end-result has been achieved? For example, if someone consistently makes a
Seligman-style bedtime list, is it reasonable to conclude they will become more
happy?
2. Do Research
Much of our conventional wisdom around creating emotional results is just plain
wrong, and our intuition is sometimes misleading. For example, many executives
are motivated by corporate profits. They are baffled as to the reason why
employees don’t share this ambition. To get past these biases, use studies in
psychology and management to separate fact from fiction. Then, convert research
results (which usually come from outside the Caribbean) into local language and
practice.
3. Coach
The average employee isn’t born with enlightened habits of mind and must be
taught. The best method is usually some kind of coaching that involves their
immediate supervisor. However, managers often don’t attempt to model the
desired behaviour and are reluctant to share their personal struggles. If you
find yourself disconnected from your employees, this may be part of the
problem.
Ultimately, the best way to
start (as a manager) is by helping yourself, even if the pain isn’t acute. Your
direct experience is an invaluable asset if, like author Tim Ferris, you try
your recommendations on yourself first. This is one powerful way to give
yourself choice over what you feel, which is exactly what your employees want
also.
Francis Wade is
the author of Perfect Time-Based Productivity and a management consultant. To
receive a free Summary of each of his past articles, send email to columns@fwconsulting.com