Following on from the Leadership Foundation’s Leading and the Art of Being Brilliant, author, Andy Cope shares his thoughts on how being a happy leader is key to your team’s success.
Before you read on, I want to lighten the load on your weary managerial shoulders. Your job as a leader is NOT to inspire your people. Your job is to BE inspired.
But how, when we live in a world of permanent pressure and are bombarded with a gush of information that would have been staggering to comprehend even 10 years ago. This makes me sound crusty but when I first entered the workplace the inputs came from paper letters delivered to the office first thing. These were distributed to my pigeon hole for mid-morning and perhaps again in the afternoon if I was super-popular. I was taught to schedule my phone calls in a batch. Dealing with these tasks would take maybe an hour a day and I was then clear to do the stuff of ‘real work’.
Now this information is the real work. The background noise of 10 years ago has been replaced by the deafening cacophony of screaming emails and texts. Look around your workplace and you’ll see colleagues buzzed up on caffeine and sugar, masking their exhaustion as they count down to the weekend or their next holiday.
The conundrum is that happiness and energy are in short supply, yet they’re vital for business success. Academic research merely confirms what you intuitively know, namely that happy employees are good for business. Cherry-picking a few studies, McNair suggests that energy and vitality inoculate you against mental ill-health; Den Hartog & Belschak report links between happiness and personal initiative; and plenty of others report that happy employees are more entrepreneurial, creative, motivated, productive, energetic, stress-resilient…
If you throw in the fact that happy employees also create an emotional uplift in those around them (thus raising the productivity of their co-workers), then the argument gets ramped up to the next level.
In Connected, Nicholas Christakis and James Fowler describe something they call the ‘hyper-dyadic spread’, the tendency of emotions to transmit from person to person, beyond an individual’s direct ties. They make the point almost poetically, describing the complex web of social connections thus: ‘Ties do not extend outward in straight lines like spokes on a wheel. Instead these paths double back on themselves and spiral around like a tangled pile of spaghetti.’ They found evidence to suggest that your emotions have a ripple effect that reaches three degrees of people removed from you. The magic numbers are 15, 10 and 6. If you’ve got a smile and a positive attitude, everyone with whom you come into direct contact experiences an emotional uplift of 15 per cent.
That’s terrific news because you’re raising the emotional tone of your family, friends and work colleagues. But it doesn’t stop there. Those 15 per cent happier folk then pass on their happiness to everyone they encounter, raising their levels by 10 per cent. Remember, you haven’t actually met these 10%ers directly but they have caught your happiness. And to complete the ripple, these 10 per cent happier folk pass your happiness on to everyone they meet by an extra 6 per cent.
But hang on a second. They’re the stats for ‘normal’ people. You’re a leader and Shawn Achor suggests “the power to spark positive emotional contagion multiplies if you are in a leadership position.” (p. 208). George & Bettenhausen conclude that a positive leader engenders positive moods in their team, coordinating tasks better and with less effort, and Kim Cameron weighs in with the notion of positivity being analogous to the ‘heliotropic effect’; “All living systems have an inclination towards the positive… plants lean towards the light…” (p xi).
So, it transpires that YOU are the secret ingredient in the happiness cake, or the yeast in the organisational bloomer. Whichever metaphor you prefer, the point was made most simply in sentence #3 of this article.
My seminar seeks to give you some clues about how best to sustain and enhance your leadership multiplier effect.
Andy Cope describes himself as a qualified teacher, author, happiness expert and learning junkie. He has spent the last 10 years studying positive psychology, happiness and flourishing, culminating in a Loughborough University PhD thesis. Andy appreciates that his ‘Dr of Happiness’ label is terribly cheesy but it affords him an important media platform. In times of rising depression and an epidemic of ‘busyness’, Andy believes there has never been a more appropriate time to raise the happiness agenda.
He has worked with companies such as Microsoft, DHL, Pirelli, Hewlett Packard, Astra Zeneca and IKEA. He is also a best-selling author having written, ‘The Art of Being Brilliant’, ‘Be Brilliant Everyday’ and ‘The Art of Being a Brilliant Teenager’ (Capstone).
Open Programme Alumni Network Event: Leadership and the Art of Being Brilliant
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 McNair, D. M., Lorr, M. & Doppleman, L. F. (1971). Manual for the Profile of Mood States. San Diego: Educational & Industrial Testing Service.
 Den Hartog, D. N. & Belschak, F. D. (2007). Personal Initiative, Commitment & Affect at Work. Journal of Occupational & Organizational Psychology 80, pp 601-622.
 Christakis, N. & Fowler, J. (2011). Connected: The Amazing Power of Social Networks & how they Shape our Lives. Harper Press
 Achor, S. (2011). The Happiness Advantage: The Seven Principles that Fuel Success & Performance at Work. Virgin Books.
 George, J. M. & Bettenhausen, K. 1990. Understanding Pro-social Behaviour, Sales Performance, & Turnover: A Group-level Analysis in a Service Context. Journal of Applied Psychology 75, pp 698-709.
 Cameron, K. (2008). Positive Leadership; Strategies for Extraordinary Performance. Berrett-Koehler Publishers Inc. San Francisco.