At the L&D Connect unconference, we trialled the idea of passing on books to others that you have read and are happy for someone else to take ownership of. ‘Paying it forward’ in this way, we know it’s going to sit with someone who will benefit from it, and that we’ve done a good job of passing on knowledge. Most people enjoy reading too, so it works out quite nicely.
I picked up ‘The Happy Manifesto’ written by Henry Stewart, CEO of Happy Ltd. His company has been “rated:
- Best company in the UK for customer service (Management Today)
- Best work/life balance of any UK organisation (Financial Times)
- Best for positive impact to society of any UK small business (Business in the Community)
- Best for promoting staff health and well-being of any UK company (Great Place to Work Institute).
In addition, Happy has been listed as one of the 20 best workplaces in the UK for the last five years.” That was all lifted from the first page of the book. Well worth repeating as it shows why I didn’t put it down until I’d read it. Those are some serious accolades to have to your name, so what do Happy do that awards them such praise?
Henry’s manifesto lays out ten things they do which I’m going to reproduce here.
1. Trust your people
Step out of approval. Instead, pre-approve and focus on supporting your people.
2. Make your people feel good
Make this the focus of management.
3. Give freedom within clear guidelines
People want to know what is expected of them. But they want freedom to find the best way to achieve their goals.
4. Be open and transparent
More information means more people can take responsibility.
5. Recruit for attitude, train for skill
Instead of qualifications and experience, recruit on attitude and potential ability
6. Celebrate mistakes
Create a no-blame culture.
7. Community: create mutual benefit
Have a positive impact on the world and build your organisation too.
8. Love work, get a life
The world, and your job, needs you well rested, well nourished and well supported.
9. Select managers who are good at managing
Make sure your people are supported by somebody who is good at doing that, and find other routes for those whose strengths lie elsewhere. Even better, allow people to choose their own managers.
10. Play to your strengths
Make sure people spend most of their time doing what they are best at.
What I like about the book is that each point is well supported not only with examples from where they’ve worked for Happy, but also with examples from other companies.
There is always the challenge when writing a list such as this that it will only work for this company. That’s true. It clearly has worked for Happy, but Henry is quite happy to also talk about hard lessons he had to learn in order to be this successful. What I think the manifesto helps to deliver are guidelines any organisation can follow.
For those of us who care about things like employee engagement, learning and development, organisational development, and the likes, this kind of list helps us to think about how we can take those ideas and either put them into practice, or convince the powers that be that doing so will help them to achieve very impressive accolades too.
Disclosure: I’m not receiving anything for writing this review, and indeed the manifesto is intended to whet the appetite for working with Happy.