The Six Essentials of Workplace Positivity

By Elizabeth F. Cabrera

50 PEOPLE & STRATEGY Research shows that the more positive emotions people experience, the more successful they are. Positive employees make better decisions, are more creative, more productive, more resilient and have better interpersonal skills. Companies can, therefore, gain a competitive advantage by creating positive work environments.

here are many benefits and causes of positive institutions. Since then, a significant (Fredrickson & Branigan, 2005). Positive positive emotions. This article pres- amount of research has been dedicated to people are more mindful of what is going Tents a framework developed from exploring positive aspects of individuals and on around them; they take in more informa- research in positive psychology that includes of . tion. This leads them to make better six essentials of workplace positivity: positive decisions because they are more open and thinking, positive relationships, strengths, The overwhelming conclusion from this see more solutions to problems. Also, when empowerment, meaning and well-being. Spe- research is that positivity or happiness leads people experience positive emotions, they cific steps for increasing each of the six to success (Achor, 2010). Yet most people still feel safe and secure, so they can think in positivity dimensions are detailed. Managers believe it is the other way around. They spend more divergent ways without feeling threat- and human resource professionals can use long days and nights working hard, con- ened. Thinking outside the box leads to this framework to enhance employee engage- vinced they will find happiness when they greater . ment and performance in order to achieve finally achieve success. We now know that greater levels of organizational success. happiness comes first. Positive people are In one study, doctors were asked to diagnose more likely to become successful. For exam- a complicated case of liver disease. To increase Positivity is the frequent experience of positive ple, one study showed that college students their positivity, some doctors were given a emotions such as joy, hope, gratitude, interest, who were the happiest as freshmen were the bag of candy beforehand. Being in a positive serenity or inspiration. It is the day-to-day ones who made the most money 15 years mood caused the doctors to be more open to pleasant experiences that leave a person feel- after graduating (Diener, Nickerson, Lucas, examining all the different pieces of informa- ing happy and satisfied. Evidence shows that & Sandvik, 2002). Another study showed tion available to them. As a result, the doctors increasing positivity in the workplace can pro- that employees who reported being the hap- who received the candy were nearly twice as vide a major competitive advantage for piest received higher supervisor evaluations fast in making the correct diagnosis and organizations (Achor, 2010). People who and pay increases 18 months later (Staw, Sut- exhibited much more creativity than the doc- experience positive emotions at work have ton, & Pelled, 1994). tors who didn’t receive candy (Isen, higher levels of engagement, organizational Rosenzweig & Young, 1991). Managers have citizenship behavior and , and So just how does positivity lead to success? also been found to make more accurate deci- are less likely to experience burnout or engage There is a long list of benefits associated with sions and to be more effective leaders when in counterproductive behavior (Lyubomirsky, experiencing positive emotions, all of which they have higher levels of positivity (Staw & King & Diener, 2005). contribute to achieving success. Positivity Barsade, 1993). benefits people mentally, socially, psycho- Positivity is good for the bottom line and for logically and physically. employees. It is beneficial for organizations Social Benefits because it leads to higher levels of Positive individuals are also more effective and performance. Positive employees make Mental Benefits interpersonally. People feel closer and more better decisions, are more creative and more Our emotions affect the way our mind works. connected to others when they experience productive, and have better interpersonal When we are in a negative mood, our mind positive emotions. They are more likely to skills. Positivity is also good for employees has a very narrow focus. This can be useful make favorable judgments of people, which because it enhances well-being and personal in helping us to respond rapidly to an emi- increases liking and leads to stronger rela- success. This, in turn, benefits organizations nent threat. When we hear a honking horn, tionships. Having high-quality relationships because employees appreciate their compa- it is in our best interest to ignore everything at work is related to personal growth, creativ- ny’s efforts to improve their well-being, else and to focus on the car that honked to ity and motivation. Close relationships are a resulting in greater loyalty and commitment. see if we are in danger. When a customer calls source of emotional support, and they pro- with a complaint, we should listen carefully vide resources necessary for task Benefits of Positivity to the explanation and focus on trying to accomplishment. People in high-quality rela- resolve the situation. tionships cooperate more readily and are In 1998, Martin Seligman, then president of more likely to help each other. They exchange the American Psychological Association, Positive emotions have the exact opposite more information, are better at coordinating challenged the field of psychology to broaden effect on the way our mind works. Rather their efforts and have less conflict. its primary focus on human problems and than narrowing our focus, the range of ideas how to solve them to include more research and behaviors that come to mind when we A study of radio stations found that the sta- on positive emotions, positive traits and are in a positive mood are much broader tions with the highest percentage of ➤

Vlume o 35/Issue 1 — 2012 51 employees with best friends at work had the enhancing their cognitive and interpersonal and Teflon for positive ones.” We are con- greatest profits (Clifton & Nelson, 1992). abilities and providing them with valuable stantly on the lookout for danger because And in his book “Good to Great,” Jim Collins resources like social support, resilience and our brains evolved to keep us alive. While a (2001) pointed out that a distinguishing char- good health. Positive workplaces give compa- negativity has certainly played a role in acteristic of excellent companies was that nies a competitive advantage because happy our survival, in today’s world, paying so employees often developed lifelong friend- employees are successful employees. much attention to negativity is not as crucial ships with co-workers. as it was for our ancestors and is actually what leads to suffering and unhappiness Understanding (Hanson, 2009). Psychological Benefits Positivity In addition to enhancing both cognitive and Obviously we can’t avoid negativity in our interpersonal skills, positivity also helps In order to take advantage of the benefits of lives; bad things do happen. What matters is people build valuable psychological resourc- positivity, we first need to understand what the ratio of positive to negative emotions es. Positive people have better mental health, causes people to experience positive emo- over time. Because of our negativity bias, we experiencing less anxiety and lower levels of tions. To begin with, some people are have to make sure that we have more than depression. They are also more hopeful, self- naturally more positive than others. Genes enough positive experiences to counterbal- confident and resilient (Lyubomirsky, King & account for around 50 percent of our happi- ance the negative ones. We need more Diener, 2005). ness. While this means that we all have a set positive emotions to outweigh the stronger point for our happiness that is determined negative ones. Research in positivity indi- These psychological resources that are built genetically, it doesn’t mean that we can’t do cates that we should have a ratio of at least when people experience positive emotions anything to increase our positivity. Our set three-to-one positive-to-negative emotions increase motivation. People who are hopeful point only determines about half of our hap- (Fredrickson, 2009). and self-confident set higher goals, generate piness. So what about the other half? Many multiple pathways for meeting their goals people think that life circumstances, such as Unfortunately, in many workplaces, people and expend a good deal of effort to reach income, health or major events, play an don’t experience a three-to-one positivity their goals. Resilient individuals are able to important role in our positivity. They might ratio. In fact, incivility is becoming an bounce back from setbacks. They don’t let be surprised to find out that our circumstanc- increasing problem in organizations (Pear- difficulties deter them from pursuing their es only account for around 10 percent of our son & Porath, 2009). Companies that goals. Positive people are more resilient happiness. This is because human beings understand the power of positivity can gain because they have more effective coping adapt rapidly to new situations. Our brains a competitive advantage by intentionally skills. They are proactive and problem are wired to respond to novelty, so we read- creating environments where employees focused when facing difficulties. The psycho- ily notice what is new and different and tend experience more positive emotions. Manag- logical resources that positivity provides not to ignore what becomes redundant in our ers can influence workplace emotions only make people more motivated, but also lives (Lyubomirsky, 2007). through the policies and practices they imple- increase the likelihood that they will achieve ment. They can also model and encourage their goals. So what is responsible for the rest of our hap- positive thinking and behavior. piness? It turns out that 40 percent of our positivity is determined by our own thoughts Health Benefits and actions. This means that almost half of The Six Essentials Positive people are physically healthier. They our positivity is the result of the activities we have lower blood pressures, lower heart rates, choose to engage in and the way we interpret Research in positive psychology has identified lower levels of stress-related hormones and the world in which we live. It is under our numerous interventions that have been prov- stronger immune systems. Positivity lowers control. In fact, we can actually raise our hap- en to increase positivity. Drawing on this the probability of hypertension, diabetes and piness set point through intentional effort. research, I have developed a framework for stroke. Positive people sleep better, have Our set point for happiness is similar to our workplace positivity and identified strategies fewer colds and report experiencing less pain set point for weight. Some people might have that can be implemented by managers in order than negative people (Lyubomirsky, King & to work a bit harder at being positive, but to create and maintain positive workplaces Diener, 2005). And thanks to the many health they can be happier if they so choose (Lyu- where people thrive. The Six Essentials of benefits, it is estimated that positive people bomirsky, 2007). Workplace Positivity model includes: positive may live up to 10 years longer than negative thinking, positive relationships, strengths, people (Danner, Snowdon & Friesen, 2001). Increasing positivity requires considerable empowerment, meaning and well-being. Having healthy employees is clearly good for sustained effort because humans have a organizations because it improves productiv- negativity bias. People react more strongly to ity, reduces absenteeism and can greatly negative events and negative feedback and Positive Thinking reduce health care costs. they remember them more. Negative emo- The way we think has a powerful effect on tions are felt more intensely than are positive our emotions and our behavior. It even affects Thanks to the many benefits of positivity, emotions. When asked to recall important our abilities. People who think about words employees who experience positive emotions emotional events, people remember four related to success before they take an intelli- at work are more engaged and more effective. negative memories for every positive one. gence test do far better than people who think Positivity inspires them to strive for challeng- According to Rick Hanson (2009), our about words related to failure, for any given ing goals. It helps them to be more effective by “brain is like Velcro for negative experiences IQ level (Achor & Peterson, 2008). While we

52 PEOPLE & STRATEGY often can’t control what happens to us, we day, or reflect on what they are grateful for people they work with, asking about their can control how we think about it. Managers when they turn on their computer or during families, their hobbies and their stories. A can help to create a positive work environ- their commute home from work. Managers good idea is to set a goal to learn one new ment by encouraging people to think can start meetings by asking people to men- thing about someone at work every day. positively. Four strategies for promoting tion something or someone for which they are Managers should directly communicate to positive thinking include 1) positive focus; grateful. Expressing gratitude is especially people that they are valued members of the 2) optimism; 3) gratitude; and 4) forgiveness. powerful in that it creates a virtuous circle; . The importance of expressing people who feel appreciated will be more appreciation should not be overlooked. One Positive focus. Recent research in neurosci- motivated to express their gratitude as well. of the number one reasons people leave their ence has shown that we can train our brains job is because they don’t feel appreciated to be more positive. The more we push our- Forgiveness. Whereas gratitude boosts our (Rath & Clifton, 2005). selves to look for what is positive and to positivity by increasing the frequency of ignore small negative annoyances, the more positive emotions, dwelling on bad times Recognition. Positive relationships are built we will see good things. Positive thoughts can decreases our positivity by increasing the when people are recognized for the work they be cultivated by intentionally focusing on amount of negative emotions we experience. do and when their accomplishments are cel- what is good (Achor, 2010). There are many Positive work environments also have a cul- ebrated. While respect and appreciation show ways in which managers can keep people ture of forgiveness. Managers encourage people they are valued for who they are, rec- focused on the positive. Some include direct- employees to forgive one another and they ognition shows them they are valued for what ing conversations toward what is going well, model forgiveness themselves. When people they achieve — that what they do matters. As celebrating small wins, pointing out people’s make mistakes, time isn’t wasted looking for important as recognition is, 65 percent of strengths, telling success stories and encour- someone to blame or dwelling on what hap- Americans say they have gone an entire year aging teams to search for solutions rather pened. Mistakes are viewed as opportunities without receiving recognition for good work than dwell on problems. A good manager is to learn; lessons are identified and then every- (Rath & Clifton, 2005). Because of our nega- “a builder of dreams, not a destroyer of one moves on. tivity bias, we are often quicker to point out ideas” (Sanders, 2011).

Optimism. Optimism is expecting a desirable future. Optimistic people believe that goals Managers can help people to dispute pessimistic can be accomplished. This leads them to take risks, try out new ideas and make necessary thoughts and come up with a more optimistic changes, all of which increase their chances of success. Optimism is based on the way explanation of negative situations. people mentally explain the things that hap- pen to them (Seligman, 2002). Optimists see setbacks as temporary circumstances they have the ability to overcome. Pessimists view Positive Relationships what is wrong than what is right. When some- setbacks as longer lasting situations they are Having close, trusting relationships is the key thing goes wrong, it causes negative emotions, unable to control. Fortunately, optimism can distinction between happy and unhappy we feel threatened and we focus in on it. be learned because how we interpret events people (Diener & Seligman, 2002). Positive When things are going well, we often don’t is up to us. Managers can help people to dis- relationships are vital for our well-being and say anything. It requires intentional effort by pute pessimistic thoughts and come up with effectiveness (Dutton, 2003). Four key strate- managers to notice and respond when things a more optimistic explanation of negative gies for building positive relationships are: are going well. situations. For example, a manager might 1) respect and appreciation; 2) recognition; suggest to a team member who failed to close 3) trust; and 4) generosity. Day-to-day recognition is especially effective a deal that it was because the client was in a because it is spontaneous and immediate. It rush, not because of his performance. He Respect. Positive relationships are built on requires that managers constantly be on the should be optimistic that he will close the deal the basic needs of respect and appreciation. lookout for good behavior so they can tomorrow when the client has more time. We want to feel that others view us as com- recognize people when they see it. Above- petent individuals and valued contributors. and-beyond recognition is used to recognize Gratitude. Gratitude is being thankful. It is There are several ways in which managers contributions such as product innovation, relishing moments, counting blessings, notic- can demonstrate respect and appreciation. cost reduction or extraordinary sales. Career ing how fortunate your circumstances are and One is to ask people for their ideas and opin- recognition includes events to celebrate loy- thinking about all the good things in life. One ions and really listen to what they have to say. alty, such as having a party to recognize of the most effective ways to increase positiv- Collaborative problem solving involves people who have been with the company for ity is to develop a culture of gratitude. People everyone in the search for and evaluation of a certain number of years and to recognize experience positive emotions each time they alternative solutions. It demonstrates that the lifelong contributions of people when take a minute to think about what is good. you value their opinion and trust in their they retire (Gostick & Elton, 2009). Managers should encourage people to find a abilities to successfully resolve the situation. way to remember to be grateful. They might Trust. Managers build positive relationships keep a gratitude journal where they write Another way managers can show apprecia- by demonstrating they are trustworthy. Indi- down three things they are thankful for each tion is to learn as much as they can about the viduals are perceived to be trustworthy when ➤

Vlume o 35/Issue 1 — 2012 53 they act with integrity, dependability and ees to give of their time to help younger spot strengths in others. They can interview benevolence (Dutton, 2003). This means that employees with their career. People who serve people to find out which tasks they enjoy the managers need to be honest, act in accor- as mentors typically find it rewarding to be most. Observing people at work to look for dance with their values, show consistency in able to give back by using their experience to rapid , high energy or repeated pat- their behavior, demonstrate good judgment make a difference in someone else’s career. terns of successful performance is another and show they care about others. Finally, the power of leading by example way to spot strengths. should never be underestimated. Managers Not only is it important for managers to be who are generous themselves will set in There are also inventories that can be used to perceived as trustworthy, but they also need to motion positive reactions, inspiring those identify strengths. Two of the most popular show that they trust their employees. One of around them to follow suit. inventories are the VIA Survey of Character the very best ways to show people you trust Strengths (www.viasurvey.org) and Gallup’s them is to give them . By allowing StrengthsFinder (www.strengthsfinder.com). people to make important decisions and giving Strengths Human resource professionals can play an them control over how, when and where to People have a natural desire to realize their important role in helping employees identify work, managers demonstrate their trust in potential, and the best way to do this is their strengths by offering everyone access to them. A second way in which managers show a strengths assessment. Finally, feedback through their strengths. The happiest, most their trust in others is by sharing valuable infor- from others can be useful for identifying successful people have the opportunity to use mation. Sharing information regarding profits, strengths. Insight can be gained by asking their strengths often. Employees who have costs, productivity, customers and strategy with team members — even friends and family — the chance to use their strengths every day people sends a clear signal that managers trust to recall specific incidents and stories about have higher levels of customer satisfaction them with sensitive information. when they have seen someone at their best. and productivity, as well as higher retention The feedback they provide can be organized rates (Harter, Schmidt & Hayes, 2002). They Generosity. Giving is one of the best ways to into common themes, which can point to an increase happiness. Tim Sanders (2011) calls are six times more likely to be engaged in their individual’s strengths (Roberts, Spreitzer, giving a wonder drug. We get a rush of posi- jobs and have higher levels of energy and Dutton, Quinn, Heaphy, & Barker, 2005). tive feelings when we help someone else. lower risk of heart disease (Achor & Peter- People have reported a bigger positivity boost son, 2008). Use. People need to have the opportunity to when they provide support to others than use their strengths at work. The first step when they themselves receive support (Brown, Despite the positive benefits of using toward this goal is to select individuals with Nesse, Vinkur, & Smith, 2003). Managers strengths at work, one report found that the particular strengths that are needed to can capitalize on the power of generosity in only 20 percent of the people around the meet the organization’s objectives. Human order to increase workplace positivity. world have the opportunity to do what they resource professionals can have a major impact here by carefully selecting the indi- viduals who best fit the organization’s needs. Managers can then work with employees to Employees who have the chance to use their structure their roles so they make the best use of their strengths. Jobs are rarely designed strengths every day have higher levels of customer based on an employee’s unique combination of strengths, so managers need to work with satisfaction and productivity, as well as higher employees to modify their roles. Role shaping is critical for improving person-job fit. When retention rates. work is designed in teams, tasks can be allo- cated to team members on the basis of their strengths. A final way to ensure that people have the opportunity to use their strengths at There are a number of different ways to encour- do best each day in their current job (Buck- work is to designate a few hours each week age people to help others. One is to recognize ingham & Clifton, 2001). So a key strategy as “strengths time,” during which individuals people when they demonstrate generosity. This for managers who want to create positive can work on tasks that may not fall within sends a clear message to everyone that helping workplaces is to help people identify, use and their job descriptions but do advance the behaviors are valued and makes it more likely develop their strengths. goals of the company. that these behaviors will be repeated. Another way to encourage generosity is through the Identify. Most people are aware of some of The more often people use their strengths at process of socialization. Telling stories of past their strengths, but not all of them. Because work, the more likely they will experience acts of generosity helps newcomers see that strengths come so naturally, we often take moments of . Flow is a state of intense helping others is expected and appreciated. them for granted, thinking they come as eas- involvement with the present moment (Csik- Assigning specific individuals to help new mem- ily to everyone else as they do to us. Therefore, szentmihalyi, 1990). It is like a natural high bers adjust demonstrates through actions, not helping people to identify their strengths is an that occurs when people are deeply engaged just words, that helping is highly valued. important first step in strengths-based man- in a challenging task that is well matched to agement. Enjoyment, ease, energy and their strengths. It is during moments of flow Mentorship programs provide excellent excellence are useful clues for uncovering that people experience both peak enjoyment opportunities for more experienced employ- strengths. Managers can use these clues to and peak performance.

54 PEOPLE & STRATEGY Develop. The greatest opportunities for growth come from building on strengths. Managers can help employees build on their strengths by providing feedback and develop- mental opportunities. Frequent, positive feedback is crucial for learning. However, feedback is typically given only a few times a year in annual or biannual performance reviews. And often it is focused on pointing out weaknesses or what has been done wrong. Yet, we learn better with positive rather than negative feedback. In one study that video- taped people while they were bowling, half of the bowlers were shown videos of their spares and strikes while the other half watched vid- Empowerment is the best eos of the frames when they failed to knock all of the pins down. When they bowled way to help employees again, the half who had watched videos of the frames where they had bowled spares and achieve their goals. It strikes improved significantly more than the other half. (Kirschenbaum, 1984). Obviously, involves clarity, support areas of weakness should be discussed if they and autonomy. are critical for performance. But in keeping with the three-to-one positivity ratio, three- fourths of feedback should focus on strengths or what is working and, at most, one-fourth should address weaknesses or problems.

In addition to feedback, training opportuni- Clarity. The first step in empowering employ- they choose is fundamental for creating ties are crucial for employees to further ees is to clarify goals and expectations. People positive work environments. Managers pro- develop in the area of their strengths. can only progress at work if they have a clear vide supportive autonomy by giving people Human resource professionals should pro- idea of what results they are expected to the room they need to succeed on their own, vide on-the-job training, off-site courses and deliver. With empowerment, the role of a while still remaining hands-on enough to other skills-building tools and resources to manager shifts from closely supervising what provide support when it is needed (Hill & help employees achieve success through people are doing to holding them account- Lineback, 2011). their strengths. Managers should encourage able for results. This means that managers their employees to take advantage of devel- need to clearly define expected outcomes and opment opportunities. Mentoring and communicate them frequently so everyone Meaning coaching can also be extremely valuable for understands their responsibilities. Many people look to their work to find a helping employees identify ways of growing sense of fulfillment. They believe their career their strengths. Support. The second step in empowering is not just about making a living, but that it others is to support them by providing the is about making a difference. According to resources they need to succeed and remov- one survey, Americans value meaningful Empowerment ing any obstacles that may hinder progress. work more than anything else, including pro- In positive work environments, people are Managers empower people when they com- motions, income, job security and balance empowered to do their job successfully. They mit to serving their needs. As servant (Cascio, 2003). Because people experience know what their goals are and they have the leaders, they view their role as coordinat- more positive emotions and are more engaged support and autonomy needed to achieve ing, facilitating and supporting the work of in their work if they sense that what they are their goals. According to the progress prin- others (Strock, 2010). This requires not doing fulfills a higher purpose, managers ciple, a new theory of work motivation, only providing the time, resources and need to help employees discover the why people are happier at work when they have encouragement necessary for accomplish- of work (Ulrich & Ulrich, 2010). Three key the opportunity to experience achievement. ing goals, but also actively working to elements for creating this sense of meaning They feel their best days are those when we eliminate barriers to success. or purpose are 1) mission; 2) impact; and have made consistent, meaningful progress, 3) social responsibility. while their worst days are when they have Autonomy. Finally, empowering people setbacks (Amabile & Kramer, 2011). Manag- means giving them the autonomy they need People typically see their work as a job, a ers can increase the amount of positive to do their work. Once employees know what career or a calling (Wrzesniewski, McCauley, emotions experienced at work by helping they are expected to do and have the support Rozin, & Schwartz, 1997). Those who view people progress. Empowerment is the best they need to do it, the best thing a manager their work as a job do it mainly to earn a way to help employees achieve their goals. It can do is to get out of their way. Trusting living. People who see their work as a career involves clarity, support and autonomy. employees to get their work done however are interested in money, responsibility and ➤

Vlume o 35/Issue 1 — 2012 55 T : aBLE 1 Managerial Practices for Increasing Workplace Positivity and are appreciated by others, the more meaning they will experience. Six Essentials Managerial Practices 1. Positive Thinking • Celebrate small wins A powerful strategy for helping employees Positive Focus • Share success stories view their work as a calling is to facilitate Optimism • Focus on solutions rather than problems ways for them to see firsthand the impact Gratitude • Help people view negative events as temporary setbacks they have on customers (Grant, 2008). Some Forgiveness • Start meetings by asking people what they are thankful for companies have programs to ensure their • Express gratitude frequently employees have contact with customers who • View mistakes as opportunities to learn benefit from their work. For example, 2. Positive Relationships • Listen to people’s ideas and opinions employees who work for Novo Nordisk, a Respect • Let people know you appreciate who they are Danish pharmaceuticals firm that specializes Recognition • Recognize people for doing good work in the treatment of diabetes, meet with dia- Trust • Celebrate accomplishments betes patients so they can learn about the Generosity • Act with integrity, dependability and benevolence illness and how it affects their day-to-day life • Encourage participation in decision making (Mainiero & Sullivan, 2006). People can • Share information freely also see their work as meaningful if they feel • Reward people for helping their colleagues that what they do is helping their colleagues. • Establish a mentorship program Managers need to make sure employees are aware of the internal impact of their work. 3. Strengths • Look for rapid learning, high energy or repeated success One way to do this is to take a moment at Identify • Administer a strengths inventory meetings to ask people to share how a col- Use • Select individuals whose strengths fit the company’s needs league has made a difference to them Develop • Assign or modify roles to maximize strengths use at work. • Designate a few hours each week as “strengths time” • Focus feedback on people’s strengths Social responsibility. Finally, people experi- • Provide training to further develop people’s strengths ence a sense of meaning when they believe the 4. Empowerment • Clearly define goals and expectations company they work for is helping to make Clarity • Provide the time and resources needed to achieve goals the world a better place (Sisodia, Wolf & Support • Remove obstacles to success Sheth, 2007). Employees today have a strong Autonomy • Let people choose how to do their work preference to work for socially and environ- 5. Meaning • Continuously remind people of the company’s mission mentally responsible companies. Corporate Mission • Highlight the impact people have on clients or colleagues social responsibility (CSR) initiatives human- Impact • Communicate the company’s social responsibility initiatives ize a company, showing that it cares about Social responsibility • Encourage participation in social responsibility programs more than just maximizing profits. Employ- ees who believe their company demonstrates 6. Well-being • Adopt wellness programs to prevent health problems socially responsible behavior have higher Health • Play games, have parties, find creative ways to have fun levels of commitment, greater morale and a Fun • Offer quality of life benefits, flexible work, childcare, etc. sense of pride (Bhattacharya, Sen & Korsc- Work-life fit • Work to ensure individual needs are met hun, 2008).

Managers can maximize the impact social advancement. People who view their job as a kets it serves. Mission can contribute to responsibility has on employees by making calling feel their work is important or mean- employees’ sense of meaning by showing sure everyone is aware of the company’s CSR ingful because it benefits others in some way. them how the company’s products and/or activities. They can do this by communicating They are passionate about doing the work for services make a real difference in people’s the initiatives and encouraging employee par- its own sake, not for financial or other ben- lives. Managers need to communicate the ticipation in the social responsibility efits. Interestingly, whether people experience mission constantly so employees know what programs. Managers should also let employ- their work as a calling does not depend on the company is trying to achieve. The more ees have a voice in the causes the company the actual work they do. Meaning is about they understand what the purpose of their supports so they are more closely aligned how we understand the work we do, not the company is, the more likely they will see a with issues of interest to them. Employees can work itself. Most any job has social value. purpose in working for the company. be surveyed to determine which CSR initia- What matters is that the person recognizes tives they value the most (Bhattacharya, Sen the value of the work they do. Impact. In addition to feeling their company’s & Korschun, 2008). mission is important, people also need to Mission. Managers can draw on the compa- sense that what they themselves do makes an ny’s mission to help people see their work as impact. They need to understand how their Well-Being a calling. Mission is a company’s purpose or work fits into the bigger picture, to know that Managers create positive work environments reason for existing. It can encompass the cus- what they do each day is about more than by showing their employees they are genu- tomer needs a company is working to satisfy, simply completing their own daily tasks. The inely concerned about their well-being. the goods and services it supplies or the mar- more people realize how their actions benefit Well-being is defined as a state of health, hap-

56 PEOPLE & STRATEGY piness and prosperity. Managers can, and are willing to help their employees agers in the benefits of positivity and the six therefore, affect employee well-being by achieve it. It is important for the human essentials for increasing workplace positivity. addressing health needs, encouraging people resources department to offer quality of life Finally, they can support managers with pro- to have fun at work and helping them to benefits, work-life programs, flexible work, grams that promote positivity including achieve fulfillment through work-life fit. childcare, lactation rooms, etc.; however, the strengths assessments, strengths-based selec- best way for employees to achieve work-life tion, development opportunities, mentoring Health. People’s health is an important fac- fit is for their managers to work with them to and coaching, wellness programs and work- tor in their well-being. Many human assure that their individual needs are met. life fit initiatives. resources departments have adopted well- ness programs that focus on helping employees prevent health problems. These Conclusion References programs typically educate employees There is a growing body of rigorous scien- Achor, S. (2010). The happiness advantage. New York: about health risks such as smoking, high tific evidence showing the impact of Crown . blood pressure and stress and offer screen- positivity on organizational success. Research ing to help employees identify potential Achor, S. & Peterson, E. (2008). Bringing the science of has also identified specific strategies that risks. They also encourage employees to positive psychology to life. Aspirant. managers can implement to increase work- adopt healthy lifestyles by providing healthy place positivity so that people thrive and Amabile, T. & Kramer, S. (2011). The progress principle: food choices in their cafeterias, providing Using small wins to ignite joy, engagement, and creativity perform at their best. In addition to the per- fitness facilities at work or discounts for at work. Harvard Business School Press. formance benefits, positive workplaces are local gym memberships, offering yoga class- vital for attracting and retaining talent. Bhattacharya, C.B., Sen, S. & Korschun, D. (2008). Using es or hosting seminars on subjects like stress Many people today are looking for more corporate social responsibility to win the war for talent. management. than just financial rewards from their jobs. MIT Sloan Management Review, 49(2), 37-44. They want to work for a company that has Fun. By creating fun work environments, Brown, S.L., Nesse, R.M., Vinkur, A.D., & Smith, D.M. a positive climate, enhances their emotional (2003). Providing social support may be more beneficial managers demonstrate their concern for well-being and allows them to make a mean- than receiving it: Results from a prospective study of mor- employee well-being. There are many differ- ingful contribution. tality. Psychological Science, 14 (4), 320-327. ent ways to infuse the workplace with fun, such as playing games, celebrating obscure Buckingham, M. & Clifton, D.O. (2001). Now, discover is at an all-time low. your strengths. New York: Free Press. holidays, encouraging people to wear cos- According to a survey by Manpower, 84 per- tumes to work on Halloween, picking creative cent of employees plan to look for a new job Cascio, W. F. (2003). Changes in workers, work, and orga- names for meeting rooms (Apple has Play- nizations. In W. Borman, R. Klimoski, & D. Ilgen (Eds.), in 2011 (Dickler, 2010). The need to create Doh and Lincoln Logs rooms and IBM has Handbook of psychology. Volume 12: Industrial and orga- more positive workplaces has never been nizational psychology. New York: Wiley. Paris and Rio de Janeiro rooms) or having greater. Building positive work environments picnics or chili cook-offs. Employees in some does not require costly investments. It requires Chalofsky, N.E. (2010). Meaningful workplaces: Refram- companies, such as Zappos and Southwest, ing how and where we work. San Francisco, CA: a commitment on the part of managers and have made fun videos. And isn’t it great to see Jossey-Bass. human resource professionals to create posi- Google’s logo on its homepage each day? tive change. Most of the strategies are simple Csikszentmihalyi, M. (1990). Flow: The psychology of Managers who make an effort to increase the and straightforward, so there is no excuse for optimal experience. New York: Harper & Row. fun factor at work show they care about the not starting today. happiness of their employees. Clifton, D.O. & Nelson, P. (1992). Soar with your strengths. New York: Dell. Managers can apply the six essentials of Work-life fit. In addition to staying healthy workplace positivity to create environments Collins, J. (2001). Good to great. New York: Harper. and having fun, people’s well-being is deter- where people focus on what is good; where mined by their ability to achieve work-life fit Danner, D.D., Snowdon, D.A., & Friesen, W.V. (2001). they nurture their relationships; where they Positive emotions in early life and longevity: Findings from or a full life. They don’t want to spend so enjoy what they do and are successful because the nun study. Journal of Personality and Social Psychol- many hours at work that they have no time they are using their strengths; where they are ogy, 80, 804-813. or energy to dedicate to their family, their empowered to make progress; where they friends, themselves or their community. While Dickler, J. (2010, December). New Year’s resolution: I quit! experience meaning because they know that CNN Money. Retrieved from: http://money.cnn.com/ being able to achieve work-life fit has always they and their company are making a differ- 2010/12/23/pf/workers_want_new_jobs/index.htm? been important for working mothers, it is ence; and, finally, where they know that others hpt=T2. now a priority for both men and women from are truly concerned about their well-being. younger generations. One of the highest pri- Diener, E., Nickerson, C., Lucas, R.E., & Sandvik, E. (2002). Dispositional affect and job outcomes. Social Indi- orities for Generation X and Yers when Human resource professionals also play a cators Research, 59, 229-259. choosing a job is a work schedule that allows vital role in the creation of positive work them more time at home. They are willing to Diener, E. & Seligman, M.E.P. (2002). Very happy people. environments. They can assess current levels Psychological Science, 13, 81-84. sacrifice career advancement in order to have of workplace positivity in order to identify the flexibility necessary to experience work- areas for improvement.1 They can train man- Dutton, J.E. (2003). Energize your workplace: How to life fit (Chalofsky, 2010). create and sustain high-quality connections at work. San Francisco: Jossey-Bass. 1 For information on the Workplace Positivity Inventory In positive work environments, managers visit: www.http://organizationalpositivity.com/?page_ understand the importance of work-life fit id=532. continued on page 60

Vlume o 35/Issue 1 — 2012 57 book reviews A Must Read Worthwhile Skim It Over Bottom of the Stack

Steve Jobs (continued)

product launches and defining influences. There are times in the more (p. 118). In addition, Jobs approached the world in an entirely binary than 630 pages when it bogs down, but the storytelling is rich enough way. Your work was either “great” or “horrible,” and that made you to keep you engaged and eager to see what comes next. “enlightened” or “idiotic.” Jobs lived in the pure white world of his products; he suffered no gray. Jobs’ early obsession with Zen Buddhism imbued him with a love of simple design, minimalism and functionality. It also gave him an In sum, if you had the fortitude and coping skills to be in Steve Jobs’ unflinching focus that he could direct toward achieving his goals, orbit, you were sure to be smitten by his incredibly creative and whether those goals were realistic. This led to what many of his intuitive vision as well as his unflinching devotion to excellence and associates called his “reality distortion field,” a term lovingly bor- elegance both inside and outside of every product he produced. And, rowed from a “Star Trek” episode that describes Jobs’ ability to importantly, you believed by virtue of being around him that what he bulldoze through doubt and objections on his way to masterfully demanded of you was possible. creating fabulous products. Andy Hertzfeld, another member of the So maybe it’s not always the good guys who win. Sometimes, just original Mac team, describes it this way: “The reality distortion field maybe, the guy who wins is the guy who mercilessly drives you to be was a confounding mélange of a charismatic rhetorical style, indom- far better than you ever knew you could be. itable will and eagerness to bend any fact to fit the purpose at hand”

The Six Essentials of Workplace Positivity continued from page 57

Fredrickson, B.L. (2009). Positivity. New York: Crown Lyubomirsky, S. (2007). The how of happiness: A scien- happier-and-smarter hypothesis. Administrative Science Publishers. tific approach to getting the life you want. New York: The Quarterly, 38, 304-331. Penguin Press. Fredrickson, B.L. & Branigan, C. (2005). Positive emo- Staw, B., Sutton, R., & Pelled, L. (1994). Employee positive tions broaden the scope of attention and thought-action Lyubomirsky, S., King, L., & Diener, E. (2005). The ben- emotion and favorable outcomes at the workplace. Orga- repertoires. and Emotion, 19, 313-332. efits of frequent positive affect: Does happiness lead to nization Science, 5, 51-71. success? Psychological Bulletin, 131(6), 803-855. Gostick, A. & Elton, C. (2009). The carrot principle: Strock, J.M. (2010). Serve to lead. Scottsdale, AZ: Serve How the best managers use recognition to engage their Mainiero, L.A. & Sullivan, S.E. (2006). The opt-out to Lead Press. people, retain talent, and accelerate performance. New revolt: why people are leaving companies to create York: Free Press. kaleidoscope careers. Mountain View, CA: Davies- Ulrich, D. & Ulrich, W. (2010). The why of work. New Black Publishing. York: McGraw Hill. Grant, A.M. (2008). The significance of task significance: Job performance effects, relational mechanisms, and Pearson, C. & Porath, C. (2009). The cost of bad behavior: Wrzesniewski, A., McCauley, C.R., Rozin, P., & Schwartz, boundary conditions. Journal of , How incivility is damaging your business and what to do B. (1997). Jobs, careers, and callings: People’s relations to 93(1), 108-124. about it. New York: Penguin Group. their work. Journal of Research in Personality, 31, 21-33.

Hanson, R. (2009). Buddha’s brain: The practical neuro- Rath, T. & Clifton, D.O. (2005). How full is your bucket? science of happiness, love, & wisdom. Oakland, CA: New New York: Gallup Press. Harbinger Publications. Dr. Elizabeth Cabrera has a Ph.D. in Roberts, L.M., Spreitzer, G., Dutton, J., Quinn, R., Heaphy, Industrial/Organizational Psychology Harter, J.K., Schmidt, F., & Hayes, B. (2002). Business- E., & Barker, B. (2005, January). Play to your strengths. unit-level relationship between employee satisfaction, Harvard Business Review, 75-80. from the Georgia Institute of Technol- employee engagement, and business outcomes: A meta- ogy. She has been a professor of analysis. Journal of Applied Psychology, 87, 268-279. Sanders, T. (2011). Today we are rich: Harnessing the management at Universidad Carlos III power of total confidence. Carol Stream, IL: Tyndale de Madrid and Arizona State Univer- Hill, L.A. & Lineback, K. (2011). Being the boss: The three House Publishers. imperatives for becoming a great leader. Boston: Harvard sity, as well as a Senior Research Fellow Business Press. Seligman, M.E.P. (2002). Authentic happiness. New York: at Thunderbird School of Global Man- Free Press. agement. She can be reached at Isen, A.M., Rosenzweig, A.S., & Young, M.J. (1991). The [email protected]. influence of positive affect on clinical problem solving. Sisodia, R.S., Wolfe, D.B., & Sheth, J.N. (2007). Firms Medical Decision Making, 11, 221-227. of endearment. Upper Saddle River, NJ: Wharton School Publishing. Kirschenbaum, D. (1984). Self-regulation and sport psy- chology: Nurturing and emerging symbiosis. Journal of Staw, B.M. & Barsade, S.G. (1993). Affect and manage- Sport Psychology, 8, 26-34. rial performance: A test of the sadder-but-wiser vs.

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