Here you can find all of Happy’s blog posts, covering our Excel hints and tips, ideas for creating happy workplaces, and ways to be more productive at work — and more.
Henry was inspired by Alex Kjerulf of Woohoo! inc to change his job title from Chief Executive Officer to Chief Happiness Officer – as this better expresses what the CEO of an organisation should be doing. Watch the video to find out more.
People management is a crucial role, and it is different from leadership.
In this two-minute video, Henry Stewart explains the financial evidence and academic research behind happy workplaces. The Best Workplaces have a Four Factor Alpha of 3.5% on the stock market, compared to ordinary workplaces. Plus, happy workplaces save lives – for every 96 deaths in a happy and engaged hospital, 103 people die in a hospital where staff are disengaged and unhappy.
Henry Stewart speaks to the Eth Word about leadership and the concept of being 'in charge' of Happy. "I don’t think about being in charge, I think about trying to inspire people here and elsewhere, and enabling them to be their best," says Henry.
In the summer of 1987 I wrote in my diary that I could never imagine being happy again. The newspaper I had helped set up, News on Sunday, was on the verge of collapse. Our 200 employees would lose their jobs and the backers would lose their investment. I felt totally crushed, and close to a breakdown. 30 years on, life feels rather different. Happy is a thriving business. We help people become more productive with their software and we help organisations to create happy, productive workplaces. It gives me a lift every time I walk into our colourful, friendly training centre.
Last month, I asked in my newsletter and on LinkedIn for your favourite business reads of 2017. Here is a selection from the responses I received.
As a manager, do you see your role as the expert, with responsibility for making key decisions? Do you find your people coming to you for those decisions, even when they know what to do?
Henry Stewart speaks to the Eth Word about management and creating freedom within clear guidelines for staff. "Most people don't want complete freedom," argues Henry. "If you ask them, 90% or more say 'we don't want to be told what to do... we want some guidelines, and then the freedom to operate within those.' And that's what we work hard to create, so that people feel... in control of their job. They can do stuff and know what the boundaries are."
I was honoured to be asked by Thinkers50 to contribute a letter to their Dear CEO book, published in July 2017. Here is my contribution.
Are your people doing things which produce no benefit to your organisation? How much time could your people save by ditching those pointless tasks or meetings that they only do ‘because they have to’?