Helping leaders care about how people feel at work


I'm sure there are more than a couple reasons why leaders in organizations feel frustrated in their creative attempts to manipulate people into feeling good at work.

One is that they believe it's their job to communicate clearly and constantly that the feelings of the rich owners and entitled clients/customers will always be more important than yours. And another is they believe resentfully they are ultimately responsible for the emotional life of their people referred go in suits-speak as morale.

When we raise the happiness literacy with leaders, drawing from science and practices, we reduce these frustrations and leaders begin to become authentically and skillfully supportive of people feeling good at work. The data is clear that all levels of performance increase when people feel good at work. Ironically, it begins when leaders and their people discover that everyone is responsible for their own happiness and happiness increases when people take ownership of their relationship to happiness.