The Happy Manifesto: 10 Steps to a Great Workplace
The Happy Manifesto, my call for change in the way we work, has now been published. I’ve tried to get the message across as succinctly as possible (just 128 pages) but for those who want a quick summary, here are the 10 key points – each covered with examples and stories in the book:
How to Change a Demotivated Work Culture
People don’t resist change, they resist being changed. See how Marion Janner’s approach to change in the workplace was too good to resist.
Are you Developing your People or Managing Them?
At TrainingZone Live this morning, Michele Owens of the Olympic Delivery Authority gave an interesting example of how people reacted to different approaches:
How Would Banking be Different if it Focused on the Customer?
This week we learned from Greg Smith, departing executive director of Goldman Sachs, that in the sales meetings he attended “not one single minute is spent asking questions about how we can help clients. It’s purely about how we can make the most possible money off them.”
Is Enjoyment the Key to Successful Learning?
At a recent meeting of training providers we did an exercise on what was distinctive about each of our company’s approaches. As well as our learner focus I talked about making learning about computers enjoyable. The response from my colleague was interesting: “You mean, that’s for real? I thought it was just hype. How do you make IT training enjoyable?”
A Radical Idea: Try Listening to Your Customers
I was very struck today by an article in a local London paper, the Islington Tribune, on the special customer service award given to a local corner shop.
Business is About Relationships: Make People Feel Good Today
In my last post, I talked about how the principle “people work best when they feel good about themselves” should be at the core of how your company is managed. This principle can be extended to everybody you work with.
Focus on Making Your Staff Happy
People work best when they’re happy at work.
Our Most Radical Belief on Management
I often say that our most radical belief at Happy is this: you should decide who should manage people based on how good they are at managing people.
Let People Choose Their Managers
Imagine one of your most valued members of staff comes to you and says, ‘I love my job. I love the people I work with. I am even happy with what I am being paid. But I can’t stand my manager.’
