The Case for Joy at Work
Feelings of joy arise in contexts appraised as safe and familiar . . . By events construed as accomplishments or progress towards one’s goals.
~ Barbara Fredrickson
Dismantling a Relic from the 20th Century
What if believing that there is no place or time for joy in today’s workplace is outdated? Could disbelief in such an intangible matter like joy be a byproduct of 20th century management practices devised to control, monitor and manipulate employees’ productivity to maximize profits?
Yes.
Much of what we know and practice today in management emerged during the Industrial Revolution and the efforts to create efficiencies in factories. Fast forward to the 21st century and we’re still treating employees as replaceable cogs. Yet the genesis of work done today is from employees’ experiences and knowledge not their fingers.
Not only does organizational history point towards a well-worn practice of disbelief in intentionally creating a positive experience at work, so, too, does our persistent inclinations to focus on problems born from unhappy or discontent psychological state. Joy is a positive emotional state that receives little attention from managers. Conversely, it’s far easier to participant in management conversations related to solving problems linked to negative emotions: anger, distrust, disappointment, dissatisfaction.
It’s more common for managers to focus on why employees are not engaged or dissatisfied versus finding ways to increase joy or optimism in the workplace.
Much like the radical advancements made in the Industrial Revolution to support business growth, we need to create seismic shifts in the way we manage and lead employees in the 21st century. It starts with dismantling management and leadership practices not fit for today’s sleepless business environment.
In today’s competitive marketplace ideas chase the sun around the globe. Barriers of entry into new markets are lowered with the push of Enter. Supporters for a new product or idea can be found in the expansive social networks of people linked around the globe.
Today’s business environment cannot thrive on conventional business wisdom alone. What got business to the top will not be enough to keep them there.
People before Profits
Business was dominated in the past two decades on a profit before people management philosophy: the replaceable cog mentality. For businesses in the 21st century to remain competitive in today’s sleepless business environment, management must steer towards a people before profits philosophy. Such a philosophy positions employees as the rightful brain trust who have greater input on the means to profitable ends.
Obviously profits are essential. Economist and self-admitted zombie slayer Umair Haque place organizations who exist solely to return shareholder profits are at the “bottom of the evolutionary ladder.” Haque argues that organizations that return profit while providing societal value that does not exist today are more valuable to the world. These organizations move beyond uselessness to the paragons of 21st century organizations.
It’s employees and the application of their knowledge that help businesses move beyond uselessness. This is not reserved for those on the top floor, but for all who help an organization provide value to shareholders, employees, and the communities in which it operates.
The current work environments that suck the life, joy, even optimism out of employees and the culture will render companies irrelevant — a relic of the 20th century.
Lead Locally and Speechless at Work
For some companies switching to a people before profits philosophy is a radical notion. I can hear executives bristle with agitation, dismissing such a shift as idealistic, clinging to protect the familiar power structures and hierarchy of the 20th century. Certainly such a shift will dare 21st century leaders to adapt and weather the mockery and eschewals of those stuck in a fading tradition of “management knows best.”
But for those managers who want to be speechless and inspired by work, by the work of others, then something must be done today. Upper management will not likely green light projects to improve the workplace. Not in these uncertain economic times. Their minds are preoccupied with projects that improve quarterly earnings, shareholder value, penetrate new markets, introduce new products. Upper management is preoccupied with matters of tangible measures.
Managers must then lead locally and chart a course to make their employees’ work environment engaging. A place to start is charting a course to create joy at work.
Joy in the Workplace
Why joy? Joy is an outcome of doing something that makes you happy. Joy is contagious. It has a force of energy that moves people forward with optimism. Joy is a positive emotion that has been linked to expanded creativity, willingness to explore new or different thoughts and actions, even improved decision making.
A more practical answer is that too many workplaces suck. They suck passion out of people. And for a company to compete, it needs the brain trust from its employees to be poised to do great things that create value for customers. Thus, creating joy at work is mission critical for those who want to rise above the antiquities inherent of 20th century management practices.
For managers willing to take on the important work of improving the workplace, creating joy is a business goal that dynamically engages employees in solving business problems and finding solutions to business needs.
Significant Pair
The road to creating joy at work is marked by what I call the Significant Pair.
- Increase employee freedom
- Create purpose and meaning
“The Case for Joy at Work” is an excerpt from Creating Joy at Work, a Snippet by Shawn Murphy. Shawn is the co-founder of Switch and Shift and works with clients to design and implement meaningful organizational change. Click here for the full version of Creating Joy at Work, which includes engaging audio and video content that will challenge and motivate business leaders like you to infuse more joy into your workplace for greater passion and performance from your team.
