What makes a happy workplace?

Recently I had the pleasure of carrying out a series of interviews with leaders in their respective fields. With their agreement, I’m going to blog about the talks and share the audio and video content.

My first interview was with the very infectiously positive Henry Stewart. This guy has enthusiasm and passion for what he does in abundance. I love that.

I chose Henry because I enjoyed meeting him at one of the Connecting HR unconferences, subsequently at the inaugural L&D Connect unconference and then reading his book, the Happy Manifesto.

We started talking about how he began his journey into creating a happy workplace. He was part of a group of people who started a campaign publication and in the process raised £6.5 million. Wow, right? What a great way to start a business, and with capital at your disposal. They lost it in six weeks. But why, I asked?

Henry: Because we created a company that was a truly dreadful place to work. It was full of endless meetings, back biting, and blame. We hired some fantastic people and created an environment where it was impossible for them to work. What should have been an ethical and principled company was worse than when I was working at IBM.

As you listen to the playback, you’ll hear a consistent laugh from Henry which is infectious and I couldn’t help getting dragged along by it. Love it!

We moved on to talking about Maverick by Ricardo Semler. Henry swears by it as a text focused on people that he gives everyone a copy who joins Happy.

I asked Henry why he thought the theory behind Semler’s success could work here in the UK.

Henry: Why not? The old way wasn’t working. This made sense. People can be trusted wherever they are, and it seemed to work.

Nice and simples. I’m liking this guy the more and more I talk to him.

I picked his brain about this concept of ‘pre-approval’.

Henry: You have to have clear parameters. The moment I see the detail I want to get involved. It’s no longer Johnny’s project. I have to say – how are we going to measure this? As long as he accepts those are the measures, he needs to understand what I won’t accept. And he’ll create a great site, and if not, he’ll get feedback. There are 8 steps to help make this happen. It’s to avoid me as the manager seeing the detail, which I’ll mess up. Because when we get involved we always get it right, don’t we?! I can’t get involved in everything and I can’t come up with the best ideas.

I’ve been fascinated by his association with Action for Happiness which I enjoy following on Twitter, and wanted to find out more about this.

Henry: They’re simply trying to help people be happier. It’s about helping other people. It’s about staying active. It’s about good relationships. These are simple steps people can take.

Me: Do you see this movement is gaining momentum?

We saw last year (2012) it was on the front page of Harvard Business Review. Research has shown us that the best 100 companies to work for produce better market results than investing in the FTSE 100. If you went back 25 years and invested in them, you’d have made a greater return than traditional investments.

Me: What do you say to the cynics and try to win them over?

Henry: I do a thought exercise – do you agree people work best when they feel good about themselves? Nearly everyone puts their hand up. So what’s the point of management? Maybe it’s to help people feel good about themselves? What would your organisation be like if that’s the focus of management? Most people come up with positives. Not everyone will go away and do this. We can’t always do this, but people agree it’s the right thing to do.

Me: So what’s the challenge behind not doing this?

Henry: The challenge is that this is the best way to help them (people) be productive. Is it the priority for them (organisations), that’s the challenge. There are some companies who are ready to lap it up, and others who are just stuck.

Me: How can HR/L&D get involved with this or influence this?

Henry: They have to be making the links internally. They need to know what they’re expecting as a result in three months time before launching a programme like this. You need to ask questions like, what do you (the organisation) want to achieve? It can’t be about just spending some budget so you don’t lose it the following year. It needs to be about talking the language of the business so they understand the benefit of doing so.

Me: Do you find interest from HR/L&D field? Or is it mainly entrepreneurs and CEOs and MDs?

Henry: I’m pleased that at the Happy Conference we have about a third who are CEOs. With HR I find there are those who enjoy working with people, and those who enjoy working with process. Those about the latter need to get out of the job(!).

We finished the talk by talking about the Happy Workplace Conference which has now since passed. If you want to know more about The Happy Manifesto, visit the website. Henry does regular talks and speaking engagements and can be followed on Twitter here.

And if you’re interested in hearing a very amateur attempt at recording the interview, that’s right here. Unfortunately I’ve not mastered merging MP3 files, so this interview is in five parts – there’s about 40 mins of interview.

Part One.

Part Two.

Part Three.

Part Four.

Part Five.

The Happy Manifesto

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.

On Friday 17th August I’m running an event called Positive Psychology in Application. It’s going to cover a range of topics to do with Positive Psychology. Book now to attend and learn more.