In Leadership & In The Workplace Culture
Essential & Experience-based Guide Of CEOs & HR Strategist
On Getting Their Talents Perform Even 30-50% More Effective In A Sustainable Way,
And Ensuring Their Development Along The Value Steps Of Spiral Dynamics
By Innerly Motivating Them To Improve Their Happiness And Well-Being.
For the writing /editing process and overview: anecdotes are highlighted with green, everyday business examples highlighted with light blue, my own business experience is highlighted with red. The structure of headlines are signed with H1, H2, etc.
TABLE OF CONTENTS H1
Are you a CEO, a top level leader or an HR Strategist?
I invite you for an exclusive-, highly essential strategy session in a form of this book.
To see if this is a good fit to spend an hour of your time for, consider the following.
Would you like to … H2
* lead your organisation with less effort and to be able to focus on your strategic vision than the operation?
* see that your people grew up, and be sure that they work enthusiastically, independently from you, without you looking on their nails all the time?
* see your people to be driven by their own inner motivation and not really by the bonuses or by fear due to strong words?
* increase your revenues and profitability while your people enjoy it and feel good at the same time?
* hear that nagging stopped, they sacked out laziness and they again concentrate on work as enthusiastically as they should
* to have their enthusiasm be kept up in a sustainable way, so that they don’t get a heart attack or a burn-out on the way?
* spend more time with your family and have a more fulfilling family life, or you would rather like to offer the precious hours of your family life to your organisation?
In case your answer is yes, this book is a great fit for you. You will get a clear strategy and also hints and guidelines for the implementation. By the time you red this simplistic handbook, you will have an unbeatable strategy, that can improve the effectivity of your Talents even by 30-50 percent.
Is this book a good fit for me? H2
In this handbook I’m sharing with you the core strategy of HAPPINESS Consulting, a soft skills training & consulting company, a network of individual trainers, coaches, consultants working in a franchise for the same vision with a usual ROI 10+ estimated by our Clients.
Our know-how was developed by a core team of experts: a clinical psychologist MD and a statistics PhD from Germany, a positive psychologist MBA from Denmark, a Political Expert Sociologist from Germany – my wonderful, smart wife Rabea –, an economist and kvanthumanist from Hungary – myself –, and a business trainer / coach from Germany with 20+ experience.
Our work represents the ‘good old’ European Values that are originated from our Christian culture – based on our continent’s faith religion that originates from a revolutionary young man from the Jewish tribe of Esseneans, predicted by Zorohaster that some say learnt in the East, Jesus Christ –. In the mid 6th century, the the power seeking Emperor Justinian got his teachings bit cut from some relaxing parts at the Second Council of Constantinople. Nevertheless, ten centuries later we managed to smoothen it out again by reforming the church by cutting out some strictly limiting dogmas, so that our free and bright society could enfold.
These values we represent are:
* the desire to wish and do positivity even to those who consider themselves as your enemies,
* gender equality,
* freedom of speech,
* freedom of religions and
* the continuous drive learn, to perfect ourselves and the world towards happiness and smart awareness
* thinking on others and thinking ahead even over our lifetime
* being relaxed, honest and straightforward without acting or overplaying anything.
Today this is still the main culture in Europe. We – at least in the V4 countries – wish not only to keep it, preserve it and protect it, but to enfold it and blossom it for the next generations.
Naturally, in the method of HAPPINESS Consulting (also reffered here as HC) we use elements that emerged in other cultures as well, that all have the common characteristics that they aim towards positivity and help conquer our non-useful tendencies like anger and aggression. We may say, that in a kind of illiberal and somewhat politically uncorrect way, we avoid taking suggestions, methods from religions, cultures and strict systems that nurture or accept the application these latter emotional states. I mean the Sharia law and other books of Islam that is the biggest issue in the old continent at this moment, and we may as well mention here Scientology. We represent smart and kind positivity.
In case this sounds great and interesting for you, we are a good fit; you may feel that this book was written for you to help you develop. In case this does not sound so great for you, still, in the same time you have openness for new information that may as well lead to generate your own wish for a possible positive change, then this book is highly recommended for you to read as well. You can be sure, that you will find useful points here that you may be able to utilise.
The core of this experience that represents the accumulated know-how in an essential form is being shared here with you in a simplistic-, effectively distilled form. It focuses on the core of things, rather than to provide academic reasoning and sources. It is like learning to drive. For that, we need to read a big book full with signs and rules, on the other hand in daily life we use just some tiny percentage of it. Time is precious for all of us. I could allocate about two weeks of my time time to write down the essence, you may have time to read the essence. We are both happy.
In case you are interested in Harvard-style academic reasoning, please kindly wait for or look for my next book. For now, we keep with the core strategy that is explained in a clear and direct way.
The paragraphs are written in a European style of writing, first one gets the reasoning and then arrives to the point, that is based on this reasoning. We do derivation only after walking through the steps of multiplying and dividing.
In the same time, even though pointing out a topic or pattern is enough for a leader, we describe these step by step, on all of their levels, so that this book can be useful for those as well, who can not grasp the topics with a flick, but the topic is new for them, so they may prefer a caring introduction to it. Whenever you feel, that you understood the pattern a paragraph explains, just jump to the next one, catch the meaning and continue like that.
The Strategy H2
The strategy HAPPINESS Consulting carries has been perfected by developing talents and the workplace culture of organisations of all sizes of various industries. We believe, that today this is the most effective and most integrative talent development strategy that exists on the market that changes people to their bones in a sustainable way. I would like to invite you to study this in this book and share your helpful feedbacks on our website forum or social network.
Why is this protected know-how is being opened up now? Because I believe in a world in which people are happy when they depart to their workplace in the morning, happy and effective while at work and still have time to make their spouse happy at home.
Opening up a know-how this brings benefit to all of us.
The writer H2
Nice to meet you, I’m Szilard Fodor from the wonderful and free country of Hungary (originated from the mainly Hungarian-populated Transylvania, from the tribe of the border-protector Seclers). I’m the founder and function as the CVEO (Chief Visionary ; Encouraging Officer) of HAPPINESS Consulting. This only means, that I show people a perspective and encourage them to develop.
I have a BA in IT Management, another BA in Economics from standard-way accredited hungarian universitiy, and a Kvanthumanism MSc and honorary Phd from a non-accredited swedish one that shares deeep knowledge about connections and interactions of human experience and quantum-physics that reaches over the accrediting writerities are grown up to till today. My next stop on the way is Harvard psychology, doing it for those who require this kind of paper.
Having worked together with the leaders of Samsung, Canon and NBCUniversal I experienced that English speakers can not really pronounce my name, therefore I started to use the first part of Szilard (Szil) as Seal. The stepfather of mine, a jeweller from 42nd St NY was called Mr. Josephson, so I took his name as well to have it complete. I use this name in business and as an writer.
Today, I help people strategists, especially CEOs and HR Strategists to achieve even 30-50 percent higher Talent effectivity by developing responsible happiness within their organisational culture.
Since 2008 it is my passion, hobby and luckily my job to integrate tons on knowledge to an unshakeable system that benefits people’s development.
When I invited twelve of my acquaintances and friends I knew from business to do start a project that develops an easily applicable system for workplace happiness in Hungary (called ‘For The Happy Hungary’ Project), we only had a wish to work for this vision. I invited international expers into the project, finally, it got broadened out to a worldwide project with and English-German speaking international team of experts. “The pepper is small but strong” – say the hungarians. Today, it provides several benefits for businesses, education and governments on several levels and our franchise spreads like wild-fire.
In this summary that is in a form of a book, with simplistic-, easily understandable wording I provide you the key points, the skeleton, that can serve you as a strategical guide around which you can build the flesh, blood and skin of your own detailed talent development strategy.
This book is HAPPINESS Consulting’s- and my personal contribution to the Human Quality Movement that takes over the running baton from the Industrial Quality Movement utilising the only chance that is left in today’s world with over-optimized processes to improve workplace effectivity, to improve the human aspect.
I guarantee, that reading this book will be one of the best investment of 30-40 minutes of your time this year.
May you find this book beneficial for yourself and for your people.
Who can benefit best from this book? H2
This Strategic Case Study attracts mostly two kinds of leaders.
1. CEO’s and top level leaders who have a vision in which their people are more effective, happier, healthier and just simply feel better in the company culture
2. HR Strategists that want to support the CEOs to get closer to this by implementing this human strategy in practice.
CEOs and HR Directors often face the situation, that their people don’t dare to share new ideas, because they are protecting their seats. So, they miss the most efficient improvement methods, just because they fear that they make a mistake, and that this could cost their job. Because of that, they believe in a sour lie, that people can’t really improve. They even say “you can not change people”. They use age old, so called “mainstream” methods that can not really dive into the depth of consciousness and change habits, attitudes, values, and the deepest motivational factors. That is the reason, that they may also have faced the issue, that they tried to develop people, but they did not really manage to make a breakthrough. In some cases, it may happened as well, that the internal system, some leaders or processes, or the people themselves have blocked this development process.
These leaders can easily come to the point to think that people are just two legged machines who want to get their pay-cheque and that’s it.
This is actually a very mistaken view. People would like to enjoy what they do, they would like to enjoy to wake up in the morning and be happy to go to the workplace. They would like to be satisfied with their physical conditions and financial benefits. They would like to get to know how to operate within the organisational system in a smooth way. They would like to have a great boss that encourages them with its vision to do meaningful and interesting job. In the same time, they don’t want to get burned out, but they would like to be physically healthy, have great social connections and have a happy and healthy mind. People simply want to be happy.
PEOPLE IMPROVEMENT STRATEGY H1
To achieve this and to be successful in people’s improvement, we need a People’s Improvement Strategy. This has to have the foundations of the the deepest business psychology and methods that have the power to transform mindsets, to make a real change.
We have to know how to make a deep enough positive impact on people so that they become aware on those little keys in themselves, that need to be turned by them in order to enhance their own positive improvement.
What does it mean to improve as a human and improve our qualities?
It means, that we want to grow in every aspect we possibly can. For that, we need a system that covers all those areas. We need a map, that shows where we are and what is possible and then we need to choose a direction and form a plan to get there. At the end of our development journey – majority of us agree – we want to be smarter and feel happier at the same time.
I see and believe that happy and aware people do better. In the workplace it translates to a more positive and happier organisational culture in which people are more aware to each other.
In this book you receive a full People’s Improvement Strategy delivered to you on a golden tray for the few bucks you bought this book. You don’t need to hire HAPPINESS Consulting and spend thousands of dollars. Treat it as a gift horse. Use whatever is useful for you apply it freely and I am very open to hear your helpful ideas as well. We always learn from each other.
I promise, that this book will serve you also as a Strategic Training, that provides you on one hand the a strategy and also a strategic structure that supports it. Recommendations and methods of implementation are included as well.
The Four KeyStones H2
First of all, we have to agree in the Four KeyStones that serve as a basis for being able to improve. This is, not to repeat and force the old things, to “do things better”, but to “do better things”.
I. In our leadership strategy, we utilize the inevitable change on our people’s benefit, by stepping on the next level of effectivity supporting the Human Quality Movement.
Everything changes continuously, and the smartest reaction on this is to utilize this change on our benefit. How do we do that? Every new step we take during a change process we direct and dedicate for making people more and more effective, more free, more happy as an individual. We focus on people rather than the processes or tools we apply.
We help our people who have the willingness to take a route of positive change to discover and experience this in themselves and support them to enhance their own human qualities. We do this, because only those people can become more effective who have the wise know-how on how to do that. We help them by providing them know-how that helps them develop.
II. We decide to take a paradigm shift. To enhance our HR / Talent strategy with an exemplary leader’s responsible and caring mindset.
We decide to care about making things better and happier, and we do this with a clear, aware mind that carries full responsibility for the present and the future. Talents at your organisation will not only appreciate this, but they will gladly join your boat. They become more active, more engaged as they see, that the decisions we make and the actions we take are for their long-term benefit. They see themselves develop by it, so this enhanced level of activity is good for everyone. We use our brain and heart together, care and candid feedback both when needed, awareness intelligence (AQ) and happy mindset at the same time.
III. We decide to find a “one-solves-it-all” simplistic solution, in our methods and in our verbal expressions, that serves as a beacon, that can easily describe our activity, and has the focused power to make a positive change in the organisational culture. When someone asks us what our Talent strategy is, can we answer with few bonemarrow-like words, or we start to explain a story as National Geographic? We develop the inner need to simplify things, to be able to handle more, focus more, wrap them up and relate easier on them after all. We develop our systems thinking to be able to wrap up and summarize things easier. Thus our life becomes easier, as the best and most effective things that work are simplistic.
IV. Next, we have to name the child. How can we name the factor that shakes human development in a fundamental way based on the previous points? The simultanious application of awareness intelligence (AQ) and happy mindset development we call responsible happiness development. This is the tip of the spear. It has the power to improve effectivity, resulting enormous benefits on the HR KPIs, the bottom line financials and also many other factors of people’s lives.
I. Inevitable change H3
Willingness to change H4
What does it mean, inevitable change? Everything changes continuously. For example, our body is not the same as it was when we were teens. All of our cells exchange in ca. every seven years. Therefore, we can not say in a responsible way that we are this exact body that we currently see in the mirror every morning. It is in a continuous change. How we can turn this change to our benefit? For example, when we have some gray hair, we give people the subconscious impression, that this person is becoming old, so he must become wiser as well. It becomes easier to establish our credibility.
We want to utilise inevitable change on our benefit, as this is responsible behaviour of a market leader. Just like in our personal life, change happens by itself. Nothing is stable in itself. Everything pulsates on the market and we see ups and downs and ups again ourselves as well. The trick in not to try to avoid change but to always ride the waves of change. As a surfer, to jump or slide from a wave that is in a downtrend to a wave that is in an up-trend.
Market leaders became into this position, as this is exactly what they did.
Take for example the product development and introduction strategy of Samsung. They are masterful raptors of riding trendy waves. They have the strategy to wait until an innovative-, creative company comes up with a new trendy idea and reaches the early adopters so that the product type becomes trendy. Then, Samsung comes with its heavy weight armoured product development division, let’s say creates a similar product, and releases it into its well established network of distributor and dealers and voila, the product reaches a high market share in half a year.
In the same time they create a mass sales (cheap) version that they upgrade continuously to a bit more ‘premium’ version and next day they are Market Share Nr.1. I know this first hand, and alo heard it myself from Samsung HQ leaders, Korea, Suwon.
Why to bother with finding the winner waves? Be smart and ride the ones that are really proven to be up-trend waves. From their perspective – and this is a reasonable perspective of a shark-like predator business oriented company –, it is very smart.
By this a manufacturer’s attitude they change by following the trends.
At the same time, take for example Apple. They don’t really waste their time and attention on the products of other brands or manufacturers. They don’t aim to be better than the competition like Samsung does. They aim to be better then themselves, day by day, and focus on what better tools may help their Customer’s lives at this moment. Using the terms of game theory, they play an infinite game instead of a finite game, where there are no winners or loosers from their perspective, but the changing game, the process matters. The aim is to keep up the game on the long term and to establish close connections with their customers that makes it possible. You may find more about this topic in Simon Sinek’s material.
Apple, by its attitude as a visionary brand, changes the trends itself.
In both cases, we are talking about the trend. One follows it, the other on creates it. Both change.
For that, they both need the openness and willingness to change, as they both want to keep up on the on the sea of the market and sail successfully.
When our organisation and our organisational culture does not support and does not have the willingness to change it may become a lonely wolf and then we can just wish to catch up with the market. and may not have any know-how about how to change. When we sail with the market – and we develop internally just as much the market does – in a market-average way, we become integrated in the market. That is good, still, not enough for a peak performance that is represented by the market leader. They have the highest urge and feel a higher call in their willingness to change. They have a know-how as a razor’s edge about how to change and they combine it with immediate actions as they see the positive change opportunity. Thus, they have higher market share, higher income, higher profitability.
It is all about the right time, direction and amount of change. Change is an opportunity.
For that, even though we need the strategic know-how and the right action on our side, we don’t run away from it, but we transform it to our positive benefit. Thus we create the space for our organisation to become a market leader.
What is the trend of change that we are talking about in terms of human development? H4
We have to see the up-coming trend that is a squeezing necessity at the same time, that the further breakthrough in an organisation’s life can only be achieved by a change process that applies the wisdom of the Human Quality Movement.
To understand this, we shall walk through the historical line of production eras that led to the current market situation.
In general we may say, that the agricultural society consisted mainly of family owned farms. Processes were simple and the leadership structure was usually flat.
From this era due to the invention of machines that ran on coal the Industrial Revolution enfolded in the beginning of the 19th century. Capital investment became a new trend of those who accumulated wealth during the time of the agricultural society. Also, management level had to be set up below the owner to run the complexity of newly formed production in the factories. Complex organisational processes developed. To design and produce a Ford T-model was more complicated than a family manufacture that produced carts.
The industrial society developed further and to computers appeared to calculate faster.
Ubiquity, omnipresence enfolded. In this information society local networks started to connect everything, and the internet began to connect everyone.
Soon the task evolved to a level when the challenge was not to get information anymore, but to organise it, filter it and to get the right knowledge out of it. To draw out the essence from the piles and mountains of information. Key Performance Indicators (KPIs) appeared, the Knowledge society emerged.
This process was supported by the Industrial Quality Movement. The agricultural, industrial, information and knowledge societies focused on perfecting their operational processes.
This involved all the methods and tools to sharpen the productivity of the machines and to sharpen the processes and projects. Currently amongst the top methods here we may list Six Sigma, Just-in-Time Lean manufacturing. The quality of manufacturing and the quality of handling projects have been perfected.
At one point though, we learnt, that we also need some sort of sustainability to be able to keep up growth. While during the industrial society people were treated as gears in the machine that can be exchanged with a move, in the knowledge society people they became much more valuable due to the knowledge they had. The more an employee knew and experienced, the harder it became to exchange it. To keep the know-how at the organisation, leaders had to be more aware about their employees.
We started to look for sustainable resources and work processes that can keep our key Talents in their jobs without burn-out. They could not be easily exchanged, they worth a lot, and if they would leave a company due to burn-out, replacing them would cost a lot of time, efforts and money. Thus, healthy sustainability, awareness about well-being increased and the person itself as a value became more important.
The Human Quality Movement enfolded.
When you examine, you may see, that many of the Human Relations conferences carry this topic nowadays. It became an everyday hipe to follow (2018). The word sustainability flows from the tap. It is sill considered from a profitability point of view bottom-up, still, it starts to be understood more and more from the happiness point of view top-down as well.
After recovering- or learning to sustain their health, leaders also wanted to sustain their social connections, the trust and engagement of their people. They recognised the importance of applying emotional intelligence. It started to become a major factor for the leaders that felt responsible for their long term success. Valuing their connections they could not only focus on themselves but also wanted to benefit their wider community. Corporate Social Responsibility (CSR) appeared. These leaders realized that helping others makes them happy as well, and that happy people perform better. As leaders have the continuous strive or pressure to generate further growth, they quickly realised, that after perfecting the Industrial Quality Movement, only the Human Quality Movement can generate for them further positive results.
Workplace happiness became a major factor. The era of responsible Happiness emerged. Today, we are living in this era.
The good news that shine on us as a sun that relaxes every muscles of ours on a wonderful day out on Honolulu beach is, that it is possible to improve responsible happiness. Work can become fun, engaged activity that results success can become joyful.
Today it is proven, that even though it is useful when one improves the outer circumstances and condition that have an effect on happiness, it is much cheaper, easier, more humane and at the same time more efficient to directly improve the ability to become internally happy. This can allow the trained mind to see through the hardships related to outer things as looking through glasses, and experience them in the shade of glasses we want. We can find the useful aspects of any hardships we meet and with a good motivation we can transform them to positivity at the end. To gain an unshakeable and stable mental presence one may have to practice it for a while, still, it is just a matter of time to get there when one has the willingness to learn. The Human Quality Movement has the ability to improve us, our organisation and thus our society.
According to this writer’s experience, more and more CEOs come to this conclusion, especially those, who have already perfected the processes within their organisations.
Interestingly, when people are happy, everything spontaneously falls into its right place, everything works and succeeds. In the same time this does not mean that we have to smile all the time. This means, that even though we can continue to take all heavyweight responsibilities for what we have been responsible for on our backs the similar way that we have done till now, due to our happy mindset we will experience them being much lighter. We can handle more with less efforts. Our effectivity increases.
Those leading organisations that realised this plane fact, got easily convinced by the Human Quality Movement. They started to develop emotional intelligence (EI), awareness intelligence (AQ) and happy mindset at their organisation. Therefore, for those who aim to achieve further breakthrough in their organisation’s life after perfecting the Industrial Quality Movement, it is highly recommended to apply the wisdom and strategy of the Human Quality Movement.
The mindset of CEOs develop H4
Let us take a quick glimpse into how CEOs reflect on this changing era, taking essence and summarizing PwC’s 2014-2018 US CEO surveys.
Next to customer growth, retention and analytics, leaders feel, that they need a change in their Talent strategies. In this change process they focus on the leadership pipeline and the workplace culture. They want people to feel good at the workplace.
This is also reflected in their Top 3 business priorities: first, to have people with great skills and second, that these people are in good health, and thus well-being is high, third, that an adequate infrastructure shall support this. From this we may conclude, that Talent skills and well-being are the top priorities for CEOs.
What are the skills of the CEOs, what are those qualities they say that are critical to cultivate?
CEOs think, that strategic thinking is most critical, as it has a weight of 32 percent. In the same time, we have ‘Talent acquisition ; management’ on the second place with 20 percent, Adaptability third (19 percent), and personal qualities (eg. honesty and integrity) comes next with 15 percent. Top ranking of the human qualities and skills are convincing. These may add up to compete even the strategic skills of a CEO.
We may also conclude from the surveys, that leaders mainly measure and communicate for an impact. First, they become aware of what is there, and then they start to influence and encourage a positive change by talking to their people – as mentioned above about workplace culture –. This is the main two things US CEOs mainly do.
Interestingly, measuring employee practices (how we do what, what is a good style at the workplace and what not, etc.) have the same importance and impact as measuring the business strategy. This means, that if we measure how people behave, it may provide a similarly healthy indication about the organisation’s performance, as measuring the success of the business strategy. The human side is equal in measurement impact as the business side. Let us conclude that from this perspective, both are equally important.
Further on, to communicate about organisational purpose and values has an even higher impact on business than communicating about the business strategy itself. This is a suprising recognition for many, that shows, that if you check how people behave amongst themselves and you communicate with them about organisational values, it does not only have an equal impact, but also exceeds the impact of only measuring and communicating business strategy.
From this we may see, that people, and workplace culture is most important for CEOs. When you just check how inspiring people treat each other, you encourage them, you tell them how to do it better has a greater impact on business, than just focusing on business strategy. The human oriented activity is more effective than the number oriented. Effective CEOs apply both.
Based on this it is not wonder, that the majority of that leaders agree, that in the 21st century, business success is more than financial profit.
We can conclude, that it is time for a change. It is so obvious, that we have to handle it openly and with the care that it needs, the human quality next to business strategies. A CEO today has to be as humanist as an analyst. It has to use its right brain together with its left, his heart together with his brain.
Mastering Motivation H4
How do we escalate a positive change in the human quality? This is achieved by mastering motivation.
For a long term impact we shift the focus from outer focus to inner focus. Changing the direction of attention from being motivated by outer benefits like material things and bonuses, to becoming motivated by inner development, purpose.
How does it work? Why is this beneficial?
Let us examine the chart that was created based on Shawn Philips. On the left vertical scale we see how disciplined people are; their activity being high or low. On the horizontal scale we see time. First people have mainly an outer motivation, then later it changes to a mainly inner motivation driven activity.
On the first stage, while being motivated by outer things, job is only a duty. People work, but they don’t really care about what they do. They don’t put their hearts in it. They are just selling their body and soul, their working hours, for money, bonuses. The only thing that motivates them is their paycheck. Outer motivation is sky high, inner motivation bottoms.
On the second level, a wish forms in them, to have a job that they enjoy. A job that is meaningful, that has a purpose. When they do for it – they learn and perform positive actions -, outer motivation and the inner motivation starts to gradually come closer and closer, until a change in the balance happens. People start to feel more and more content with the job they do. They begin to work for their higher purpose. This becomes more and more important, even more, than the financial benefits they get for doing it.
A feeling of appreciation, doing something for a higher cause results, that on the third stage, the well-being appears. The key here in being able to make this change is not only the person itself, but its leader.
When the leader is encouraging, focuses on the strength of people, gives candid but caring feedbacks, asks how he can help its people, this inner motivation grows and grows until the understanding arrives, that at the end of the day we all just want to be happy and do something good for all of us. When we do this in a responsible way (meaning, that we take care about our tasks, we take care of our health, we take care of people around us), our effectivity highly increases, human qualities mature. This is the fourth stage, a happy state of mind becomes common at the workplace.
Even though the CEOs I show this graph say, “Right. Got you. I agree.”, with their next question ask “But how does this function in practice?”. And that is the right question from a CEO.
Responsible Happiness, Applied H4 – Eliminating Anger, Enhancing Happiness
There are ways to enfolding responsible happiness.
One is, by perfecting all outer conditions and processes that may cause tension between people, second to teach people to recognise their own attitudes, feelings, thoughts and make them able to transform them to positivity.
Both boil down to physio-chemical reactions in our body. Before examining these two ways, let us take a look into what stress and enxiety does to us innerly, opposite to happiness, awareness and joy.
The adrenal glands of people with anxiety and depression generate high amounts of stress hormone, cortisol. This is the chemical substance in us, that prepares us to flee from a bear, or to fight the bear. It shots down all those functions in the body, that are not needed for an immediate fight.
The muscles need instant power power for the fight (glucose), so blood sugar increases, that on the long term may lead to pancreas disorders, and further on to type 2 diabetes and obesity. Blood pressure increases as we need higher amount of oxigen in our muscles for the fight (hypertension), thus, heart muscles get tired and start to dysfunction on the long run. Heart disease develops. Cortisol constricts blood vessels, thus it leads to cardiovascular disease.
We don’t need the digestion system for the fight, so its function get limited and almost shot down. Gastrointestinal dysfunctions appear, people may get problems with their stomach, small intestine and the colon.
Cortisol reallocates fats to visceral fat. This is the white fat, that first accumulate inside us on our organs – thus forming an adipose tissue -, then when there is no space anymore inside us on our organs it accumulates outside as a beer belly (or swimming belt). This way cortisol contributes to create obesity.
This fat, the adipose tissue serves as an individual hormone organ, that totally flips up hormonal balance. It suppresses the immune system as it reduces the activity of the thyroid gland. Thus, chronic inflammations may enfold.
Due to cortisol, fat accumulates inside and on the liver, that causes fatty liver. When the trash can of our body does not function, the trash we take in by food stays in our body serving as precious food for the parasites. The can get ill much easier this way.
Lung functions of the fetus develop slower due to cortisol.
When the stress and the anxiety is kept on for long, adrenal glands that create cortisol get burnt out; adrenal fatigue enfolds. We will be tired all the time and get angry on every little thing that happens.
Our DNA can twirl, twist and by doing so, it can fee up or block certain qualities. The science of Epigeneticts proved, that certain parts of the DNA folds out and frees up certain qualities due to epigenomes that are created in us due to pleasant experiences, pleasant sounds and thoughts. People in stress, block their own qualities, especially creativity, the ability to bring to life great ideas.
When stress it held up continuously for six weeks, we talk about depression that goes hand by hand with the brain disease, dementia.
Fertility problems and insomnia is also to be mentioned as side-effects.
The mentioned fatty liver disease, obesity, diabetes and hypertension together are regarded as the primal cause of infraction and stroke.
Cortisol suppresses the “well-done” reward neurotransmitter dopamine, the self-confidence and happiness hormone serotonin, and the oxytocin, the stick-together family/team-hormone. People in stress get depressive, unsatisfied, egoistic, and very unhealthy. We have to train our habits of thinking and our brain to be able to generate serotonin and dopamine whenever we want, so that we may reduce cortisol and feel good again by them.
Is a leader smart when he keeps its people in stress and frighten them? When he shouts with them, or to puts them under pressure, so that they have to operate out of fear? This leader is not too smart.
This leader cuts the tree under himself. This leader has to re-think his style. Even just out of his own personal financial benefit he has to learn to treat people well, to care about them.
Of course, time to time, in peak seasons a leader may be a bit pushy, but to keep up pressure during normal times as well does not only shows a failure of the leader’s thinking, but it also leads to seriously damaging its people.
Take a look at Samsung’s example. I have hands-on experience with them. Samsung uses korean coordinators worldwide as shadow leaders next to the locals. In the HQ of Samsung, people call each other not by names or job titles, but just as in the military lieutenant or sergeant and so on. The system is full with control and anger. Suppression, fear, aggression is really not rare. No wonder, that they can not be as creative and visionary as Apple is, at this moment. But watch Samsung for some years. The young korean generation starts to melt into and mix with the generation of the old strict bulls, they start to get into more and get more important positions as they are more communicative and more effective than the old guys. They slowly slowly roll in. And they are cool young koreans, that suck in the western culture to their bones with music, movies and so on. They prefer happiness and joy at the workplace. Soon, the new korean generation enables Samsung to grow out from its dark middle ages, and by building on its current heavyweight production systems they have the potential to overtake Apple.
When people are happy at the workplace, their brains are healthy, all the other organs have a chance to be healthy as well. Qualities unfold. People are strong, smart, creative. Due to dopamine, their movement coordination is better, they are more skilful. Their emotional response is better; people enjoy working together, they master social connection. Due to serotonin they are happier, they learn faster, they sleep better, their sexual life is more satisfying, they eat better. They show self-confidence, thus people trust them more, treat them as leaders on whom they can count if they need help. Oxytocin enhances the group qualities, communication, loyalty and trust.
Happy People Are More Effective H4
Which group of people of the above mentioned are more effective; the stressed, depressed and angry or the happy one? Of course, the happy one.
It is not a wonder that happy people perform better and they are more effective.
For a profit oriented organisation, the game is about profit. Conscious leaders realised, that to become highly effective and profitable, their people need to be happy.
How effective is for example a Salesman that is highly depressive, burnt-out, stressed out and angry? We can say, this person does more harm that benefit. Let’s say, 50 percent less efficient than the average. His mood spreads and like a bad apple that contaminates the whole surroundings. It is not really useful for the company. In a very simplified way we can say, that it is recommended to send him for a longer holiday and when he is back, to have a candid and at the same time caring conversation with him.
How effective is the same Salesperson, when he is “just” burned-out and tired of everything? We can agree, he is not effective at all. Let us say that he performs bit better than the angry one, say 30 percent less effective than the average. A person with a burn-out but a good motivation just needs a rest, parasite cleanse and vitamins.
How effective is an average Salesman? He goes in to work, makes the necessary amount of calls that is needed to keep his job, at the end of the working hours, say 5 o’clock, he is on his way home. “Our deal is, that you pay me, and I fulfil my job description” – he says. He gives not more not less. Check, if he has enough knowledge to do his job or not or if he has enough to do or not. Check if he can be in flow when he has these. In case he can, he just needs the right motivation to enfold his qualities.
What happens when our Salesman is innerly motivated and starts to apply tools, that enhance well-being? His health is better. He feels fresh waking up in the morning. He cheers up, his moral increases. It feels good for him to go to work and it feels good as well to be together with his colleagues. It is fun to call his Clients, so, his effectivity increases, at least say 30 percent.
What happens, when an organisation takes human development as a priority on the table during board meetings, monitors it and takes the everyday effort to enhance it? What happens when they consciously take a prioritised effort to improve human qualities and skills so make a positive change? Physical health increases, social connection gets perfected, mental health blossoms. How effective do you think these people can become? We can say, it can increase easily 50 percent.
Effectivity is calculated by the ratio of input and output.
Effectivity = (Output / Input) – 1 (in %)
People do more with the same energy input so the bottom line increases, and they fulfil their tasks and interests perfectly with less energy. Say when the output, the result of the job is 20 percent higher, and in the same time one needs say 20 percent less energy to deliver this result, we calculate it by dividing 120 by 80 and deducting one (120/80-1=0,5), thus, the effectivity is increased by 50 percent.
Turning Our Own Motivation To The Right Direction H4
Until now we discussed why we need to focus our attention towards positivity and happiness.
Before we continue, I would like to ask you to think about all those issues that do not fit, or are uncomfortable within your organisation.
For example the lack of effectivity or unsustainable processes, motivational gaps of people, tensions and disagreements, communicational failures, lack of understanding each other, bad moral and so on, or whatever problem you experience at your workplace. Also words or sentences you usually hear there that you don’t like, forms that bother you, colors that are connected to all this, smells you can smell or a smell that you would associate to those things you don’t like, textures and material in your office or at the place where the uncomfortable counteractions happen, the tastes you felt at that time or the taste you would associate this non-comfortable situations with. How does it feel? Think about them feel them as much as you can.
Now “Step one step back” and imagine, that you sparkled a perfected an immense positive change of human qualities at your organisation. People became better persons in several aspects of their lives and work. Imagine that everything is perfectly functioning now, everyone performs its best, that is a peak performance. There is abundance and success, health, a great feeling at the workplace, and everyone enjoys their work. Things are just happy. Imagine also those kind words, nice sentences that you would hear, perfect forms that you would see, beautiful colors, nice odors, comfortable textures and material and good tastes in general that you may experience or you would associate this perfect state with. How does it feel?
This is the potential you can achieve. The interesting is that this is the natural sate of your people in which they operate the best. We have just fallen out of this situation due to some misunderstandings. It is time to get back to the oven. By the help of this book you may perfect your strategy helping them to get back there. It will provide you with great input about how to perform a successful human quality change. It gives you both the strategy and methods of implementation as well.
And by the way, congratulations! You have just started the change process. It all starts and falls on the leader.
II. PARADIGM SHIFT H3 – TOWARDS AWARENESS & HAPPINESS
The first keystone was, that we have to learn to utilise change on our positive benefit, and that we have to choose the right directions to change to.
The next keystone is the paradigm shift, that helps us to find or clearly state the right direction. We need to take a paradigm shift to perfect an exemplary leader’s responsible and caring mindset in us, to enhance our HR / Talent strategy and its impact.
With simplistic terms, this basically means, that the leader uses both its brain and its heart, and to direct the aim of the operation towards happiness and awareness.
He does not act as a boss, that only has the power of the position to direct, but he learns to be aware about and be interested in its people, helps them, protects them and takes care, that they develop as fast as possible. This kind of action wins trust and engagement amongst the people. In the same time, he acts consistently, without any sentimentalism, in a responsible way. Thus, she or he becomes an exemplary leader through attentiveness and care. He treats it’s Talents’ development important therefore this leader is aware of what is happening and is factually straight and clear about it at the same time.
“What is this different from what I have already been doing?” – you might ask.
You may be surprised: not all leaders of Fortune 500 do this, as we discussed Samsung’s example.
When you are one of those, who acts and feels like this, this chapter can still serve you in a way, that it ‘institutionalises it’, gives you tools to reason about it, and that it encourages you to continue to do so.
5 Level Depth Of Why H4
To help your people get a real grip on all situations, to understand their deepest motivation factors, the exemplary leader has to use a highly important and straightforward tool.
This leader applies the method called the “5 level depth of why”.
This means, to ask the “Why?” five times after each other to find the real reason of the answer given.
Here is how it works. First we ask a “What” question and then, five times a “Why” question.
Let’s say the leader asks from himself: “What do my people expect from me to do that would motivate them to achieve top performance?”
The first answer can be for example: “they want me to provide better working tools /or a higher income package /or more freetime etc.”.
1. This is when the first meaningful “Why?” question is asked: “Why do they want from me to do that?”. Maybe they want to have a better life, or they want to buy something, or they want to buy something for their family members, or they want to support someone or a group, or they just want to take a rest etc..
2. Then, the next deep-mining Why question comes: “Why do they want (to do) that?”. Maybe they want to look good in someone’s eyes, maybe they work for a higher cause etc..
3. And then we use the question again: “Why do they want (to do) that?”. Because they are looking for love or respect, or they want to belong to a group, or they want others succeed etc..
4. And we ask it again “Why do they want (to do) that?”. We answer: “because … “.
5. And we ask it again, and again, until there is no answer to go further any more.
And here is the interesting thing. When we answer all question and look into the depth of things, it all boils down to happiness. Everyone wants to be happy. Every living being, every crawling creature on earth and the universe wants to be happy. The why questions always boil down to that at the end of the day, people just want to be happy. All investors, all shareholders, all presidents, all CEOs, all managers, all employees, and even all receptionists want to be happy.
The criteria of a leader is to clearly know, and be aware about this chain of reasons which leads people to happiness. This means, to know in which way they want to become happier?
I usually start my key-notes with this 5 level depth of why.
What do CEOs need to be successful? Why do they need that? And so on. All CEOs, Presidents, HR Directors and all of them come to the same conclusion at the time of the 5th Why question: happiness. They all do things for their own, their people’s or their family’s happiness.
Awareness and Happiness Are Both Needed H4
To know the ‘why’, shall lead at the end to strategic plan. Therefore it is the leader’s responsibility to see through it. Next, the leader has to also know the ways how to make this happen. How to help its people to find their own happiness.
Apart from being aware, the leader has to know the way and has to have a method, to achieve that. Here, the tactics is being formed based on the strategy. With a caring mindset, the leader takes action to help its people to reach happiness. We formed the strategy, now we arrived to the level of operation.
Strategy is only a half eye, operation is the other half. We need both eyes. Awareness and happiness are like our two healthy eyes, or binoculars, that make us and our people perform better and better and better. From pirates we become heroic explorers like Colombus.
We apply Awareness Intelligence (AQ) and Happy Mindset, left eye -right eye, brain and heart in an inseparable way.
What is the AQ that is mentioned after awareness intelligence mean?
Till now, we knew IQ, the logical intelligence quotient. This expresses the ability of combining logical chains of thoughts after each other. A measurement that expresses how well we can use our brain.
We have most probably heard about EQ as well, the emotional intelligence quotient. This serves as a measurement on how we function in our social relationships by being aware of our emotions and learning how to express them or modify them in an intelligent way.
Awareness Intelligence quotient, AQ, combines both and goes much further beyond them. It measure what we are aware of inside us or outside the world, how we handle impressions that come to us and how we manifest or modify our own impulses. It also shows the ways we are attentive about all these. We will discuss this in details later on.
Here, we have to mention, that awareness intelligence is inseparable from a happy mindset.
When awareness are our eyes, happy mindset are our hands and legs. The chain of methods that is built around and towards adding up to a happy mindset provides us the the tactics and operational methods to make thing better, to make people happier.
These are the two main things that a leader needs. Of couse, there are a lot of details about them, and they have several layers like josb satisfaction, engagement, physical / social / mental well-being etc., that we will discover further on here, in a bit of time. Mastering them can result even 30-50 percent higher effectivity.
Thus, being aware and using methods that improve overall happiness is the key to leadership and in an un-separable way, to human growth.
As it enfolds in an organisational environment, the effectivity that results from it highly enhances productivity, and thus, the bottom line financials improve as well. We will see detailed numbers on this further on.
III. “ONE-SOLVES-IT-ALL” SIMPLISTIC SOLUTION H3
Before go further, let us sum up what we discussed.
We recognised that we shall ride the waves of the inevitable change towards the Human Quality Movement. We also agreed, that leaders shall take a paradigm shift to apply Awareness Intelligence (AQ) and Happy Mindset.
So, what is the next thing for us to consider? What can make our lives easier? Yes, to wrap things up in a strategical way and name them. A typical task in the science of systems thinking.
Till now, we did not have a very simple life in Talent management. When one asked us to describe what our people strategy is, we had to say at least a few sentences to explain it.
We were talking about the system itself, processes, tendencies, assessments, employee branding, retention, recruitment, selection, on-boarding, trainings, engagement and active participation, job satisfaction and contentment, workplace well-being, work-life balance, employee-boss fit, team fit, talent pool management, organisational development, talent development, leadership pipeline, compensation and benefits, considering work habits, inner motivation, executive presence and so on. Here, we need help.
We need a structure that that wraps up all these topics and areas in one point. Not in two lines, not in three, not in five threads, but into one, so that we may get a good grip on it.
Here, we are at the right place, as in this book we are going to sum them up in a simplistic straightforward structure. Awareness intelligence and happy mindset are like having both hands on the firearm or on the artery of the organisation.
When participants of your industry ask us: how do you do that productivity increased while your people seems to have enjoyed it at the same time? Saying: “I help them to develop their awareness intelligence and happy mindset” sounds okay, maybe also a bit mysterious, and it does not have the kick. When we direct attention to two things instead of one, it always splits attention. We need more simplicity.
It has to be as simplified as a debit card. We don’t need to be a genius to understand how the banks and the FIAT system operates in the background, we just need a card that works. We go to the shop with it and pay with it. That’s it.
We follow the Human Quality Movement, we took the paradigm shift to apply both awareness intelligence and happy mindset, now we need to wrap even this up, to have one one-solves-it-all simplistic solution that act as a beacon, like the tip of the spear and that has the focused power to make a breakthrough, a positive change. The next KeyStone has the key to that.
IV. RESPONSIBLE HAPPINESS H3
The only one thing we have to focus on is Responsible Happiness.
Responsible, as it is aware of what happens and makes decisions based on what brings the most happiness and other benefits for the highest amount of people possible for the longest term possible.
Happiness, as it aims on the core of all, the deepest drive we all have.
Responsible happiness equals highest effectivity, highest freedom, highest awareness, highest happiness.
It is enough to keep this very thing in mind.
It can serve as our reliable People (Effectivity) Strategy, as this reasoning is unbeatable due to the fact that it lies on a solid ground of initial needs. We acted in a responsible way, that we got aware of the Tiger, and then we had to use our stone axe well to have a happy meal afterwards. We earned responsible happiness.
Even though we managed to wrap up the concept, as you will see later on, the Responsible Happiness People Strategy has a massive Talent improvement material behind it as well.
It works at small organisations, it works at middle size organisations, it works at large organisations.
My experience is, that almost the all the details of AQ and happy mindset are new for small organisations. They are really thankful for the know-how. Middle size companies did a lot already to get there where they are, still the strategy and its details brings a new perspective and enthusiastic fresh blood in the vanes. Large organisations’ leaders know very much what they want. As they had resources, they walked through many improvement situations. They want to choose from what they thing would best benefit them from the elements of the system. The usual examination is, that without the basics the middle part does not stand, and without the middle part the top areas can not get a grip. Even though one provides the reasoning and material that organises the tools and know-how organisations accumulated, the “ahaaa” experience comes only when we walk through each items of it step by step. It may take even 10-11 afternoons when one does provides the training-seminars in a proper way and at the CEOs have an unbeatable company culture, responsible-, enthusiastic and innerly motivated leaders and colleagues.
Training a reasonable amount of Jedis sounds better than training the masses of Empire Troops that support the Sith.
We like to do a good job at HAPPINESS Consulting, so we prefer to select our Clients. It all depends on the leader – as we know -, so we talk with the leader first. He or she fills out a survey, then we have a free of charge strategy session by phone. Only when we both feel that we are a good fit we start to work together. Mainly those who are enthusiastic enough and open for development have a great chance, no matter the company size.
It may take reasonable time and resource, still, you may as well build your own development material based on the Responsible Happiness People Strategy. Most probably you already have some elements of it. In your material, you are allowed to apply anything you see in this book. Naming the source is recommended in these cases.
By the way, the view of responsible happiness also helps us through the valleys of our lives. For that, we just have to remember, that whatever happens temporarily, on the long term its always the smile that wins.
STRATEGIC STRUCTURE H1
What was the promise of this book?
A People Improvement Strategy that includes a strategic structure and the major ways of implementation.
We covered the strategy. Next is strategic structure.
Before getting into the details we quickly sum up what we agreed till now.
We talked about the Four Keystones.
The result of it was, that a People Improvement Strategy has to focus on responsible happiness, that involves awareness intelligence (AQ) and happy mindset. Keeping these in mind, it inherently draws the highest potential of growth and effectivity with it.
When we dive into the different levels of responsible happiness, we will be working with exact expressions and names of these stages. As we measure them, we borrow the terminology from statistics as we measure them with online assessments.
The two main wings, the two main domains of Responsible Happiness (Awareness Intelligence (AQ) & Happy Mindset (HM)) we also call the two main domains or the master domains.
These master domains refer also on left and right brain, logic and creativity; brain and heart, behaving not only creatively smart candid way, but at the same time with an understanding and caring attitude to make things better. We can also use pair analogies like the wideness of the sea, and the joy we have on the land; or like the sun and the moon; or the union of man and woman.
The different topics or levels of the master domains we call domains. The more detailed angles and topics that add up these domains we call sub-domains. For example within the master domain happy mindset, the domain well-being has sub-domains, namely physical, social and mental well-being. These sub-domains have sub-sub-domains, like in case of physical health, healthy food, nutrients etc.
What are the domains of these master domains? Let us first dive into Happy Mindset.
Happy Mindset H2
Happy Mindset is the attitude to transform things to positivity, and an unstoppable effort to make things better, so as many of us as possible becomes happier.
It is not about a pursuit of happiness where the goal or the option is to strive for happiness.
We can be happy when we learn to decide to in any moments. The word pursuit represents only a constant, unfulfilled wish. It also suggests, that this can not be reached, one may only walk on the way towards it.
This is not enough for us, as we know what people are capable of. On the way to become happier we handle and transform even our urgency, the with to be happy. When we let this craving go, our life immediately gets happier.
In the same time, we let our way become happier, we do the best possible. The way shall be joyful, fun, happy and penetrated with human growth as well.
It may sound as a contradiction, but it is like tuning a guitar string to the right note. I we stretch it too much it may break, if we loosen it it will not work. We find the optimal way between burn-out and laziness, we aim for the flow, described also by my fellow countryman, one of the two initiators of positive psychology, Mihály Csíkszentmihályi. Actually, the village Csíkszentmihály (Csík-Saint-Michael) is in Transylvania.
Coming back to our topic; we do not have to mention that when we are balanced, we are much more effective, thus we have a much better chance to be successful then those with the tensed and craving attitude of pursuit.
We may achieve a higher frequency and longer lasting happiness in our lives by two means.
By reducing, enhancing and transforming those outer condition that limit us or cause tensions at our workplace, or to train our perception and reactions, so that we become mentally able to transform anything that we meet to development and / or positivity.
The best is to apply both together, sometimes working on the outer conditions, sometimes on the inner capabilities.
There is a stairway or steps between the outer conditions to happiness at a workplace.
We are walking through the details of each of them in this chapter.
On the first level, we have to make sure, that the people that work together have similar understanding about the life and the work. The reason is, that people with similar values understand each other better. This has nothing to do with the color of the eyes, or the length of the hair. It is about how people think – eg. they mainly think in a ‘me’ or ‘we’ -, or what is most important for them at a workplace: to be the best, to have security at the job, to earn a lot of money, to keep a healthy work-life balance and be to together with others, or they are simply happy whatever happens.
The next level is handling complexity with Systems Theory, or Systems Thinking. This by itself grew up in the last years to an individual branch of science. It helps us to get an overview on the system and processes of our organisation based on universally helping ideas as synergy, analysis versus synthesis, robustness, decentralisation, and improving our system by them.
As job satisfaction is connected to being satisfied with the physical properties of the job (processes, tasks, working tools, salary and benefits), it fits to mention it on this level, as well. In the same time, we find the word Job Contentmet or Contentment fits the topic better.
On this level, people feel safe and content with their boss and what the company provides them. They enjoy sitting in their seats. They may perform good, still, if they are on this level, they d