P: You say that stress can be a “happiness killer;” what
can we do to help combat stress at work?
M: Stress and burnout are an epidemic in our workplaces. This
is in part because of the pressure to get more done with fewer
resources and to the increasingly rapid pace of change. It’s also
because we live in an “always-on” world, and our work is
literally in our pockets. To combat stress at work we must first
recognize how badly it’s affecting us—and how workplace
stress is spilling over into our personal lives. This takes self-
awareness. Then, we need to take stock: are our reactions to
normal problems out of proportion? Are there things we can
change about how we do our jobs, day-to-day, that will relieve
some of the pressure? Can we add something into daily life, like
mindfulness practices, to help us stay calm and resilient? Above
all, we can turn off our phone—at least at night and on
weekends!
P: How can we reframe any job or career we hold, and
make it our “calling?”
M: We can experience our job or career as a calling no matter
what we do at work. So, rather than seeing our job as a quid
pro quo (I give labor and get a paycheck), we can seek a noble
purpose in day-to-day activities. And, rather than seeing our
work as simply progression in a career, we can tie our
advancement to something bigger and more noble than our
own individual success.
3 Essential
Elements to
Happiness in
the Workplace
to be truly happy
at work, we need
to feel a sense of
purpose, we need
optimism and hope,
and we need
friendships.
Changing how we view our work, and changing what we
actually do when possible, are things that everyone can do,
no matter what job they hold or what level they are in the
hierarchy. It does, however require that we believe we deserve
to be happy, and then have the courage to act on this belief.
P: What can managers start doing today to create
happy workplaces?
M: Managers and leaders have a special role when it comes to
happiness at work. This is because they have a great deal of
control over the “emotional reality”—the climate—of a team,
division or organization. In essence, they impact how it feels in
the workplace. They also have a power to shift culture—what
values are shared and the rules of the road that guide people in
how to behave. To positively impact climate and culture,
managers need to start with themselves. We can’t make
anyone happy if we are miserable. Then, they need to
recognize that feelings are contagious, and seek to move their
own emotions from the negative, stressed-out place so many
people find themselves, to a more positive, optimistic stance.
Finally, they need to make it clear that happiness at work
matters—and follow up with concrete actions that people can
see, feel and replicate.
As each manager takes responsibility for creating a resonant
microculture, we will begin to see more—and larger—pockets
of happiness, engagement and success in our organizations. n
l Purpose: As human beings, we seek meaning in everything we do. At work, we want to
believe that what we do is important, that we are living our values and having positive
impact.
l Hope: A hopeful vision of our personal future is a critical component of happiness at
work. We need to see how our efforts tie to a larger dream—something that compels
us to give our all. And, it’s not enough to rely on our organization to provide this
vision—a vision that makes us happy at work has to come from our own, optimistic
sense of what’s possible for us personally.
l friends: contrary to popular belief, we do need friends at work. When we feel that
we’re in something together, seeking common goals with people we like and who like
us in return, we look forward to going to work. this, too, is a part of our human make-
up: we want to be cared for, we want to care for others, and we want to belong to a
group of people we like and respect.
November 2017
■
PULSE
35