Lessons From Tiger Woods
In 2009, Fortune magazine asked Tiger Woods, among others, for the ‘best advice I ever got’.
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.
In 2009, Fortune magazine asked Tiger Woods, among others, for the ‘best advice I ever got’.
Nando’s is a popular restaurant chain in the UK, specialising in spicy chicken. Some years ago they undertook research to find out what were the key factors that explained why sales at some of their restaurants grew faster than at others.
Removing traditional managerial delegation structures can streamline communication and workflow.
The June 2013 issue of Management Today includes an important paragraph, in a debate about "The Changing Face of the Leader"
“49% of the UK working population would take a pay cut to have a different manager.”
Catch Henry on Radio 4's Four Thought talking about why people should choose their managers.
Publishing the Happy Manifesto has led to a lot of organisations contacting Happy. Some call us in to help them improve their workplace and we love doing this. But there is an even bigger thrill when I get a letter from somebody we’ve not been involved with, who has taken the Manifesto and put the ideas into practice. So I’m delighted to copy the blog below, originally published on the Spiral Health site, about the work they are doing at an NHS site in Lancashire.
Nigel Paine headed the BBC’s Learning and Development operation. He built an award winning Leadership programme, state of the art informal learning and knowledge sharing and one of the most successful and well used intranets in the corporate sector.
Around 80 people came together at Google’s Victoria HQ on 24th April 2013 to share ideas and learn how to create happy workplaces. Watch video footage here.
At our Happy Workplaces Conference last week we got to experience a Google manager induction, from Emma Rapaport. She explained that some years ago Google had discovered, from its exit interviews, that some people left the company at least partly because of their manager. Their response was to work out what made a great manager, in what became known as Project Oxygen.