Is joy an underrated asset in your leadership? In our latest article, Matt Rusten explores why joy, much like humor, plays a vital role in building a thriving company culture. From increasing team engagement to fostering resilience, joy can transform workplace dynamics and inspire purpose-driven work. Discover three key ways to cultivate joy in your organization and why it’s essential for leaders who seek both results and fulfillment.
‘Do not worry.’ We’ve read Matthew 6:25-34 in the Sermon on the Mount, but what does that look like on a day-to-day, minute-by-minute basis? God knows our every worry, fear, and concern – and He can handle it. Many thanks to Darrell Passwater, Convene Forum Team leader, for his encouragement to think about how our lives might be different by truly living out this scriptural principle.
Got a quick minute to chat? I’ve been wanting to share something with you as you lead in the midst of the election cycle in the USA or when your political election takes place in your country. When the dust settles on the election and the new country leader is declared, one thing will still be as true as it is right now. You’ll still be the one leading your firm the day after the election. Your team members will still come to work the day after the winner is declared. They’ll still be looking to you for leadership, for a paycheck, for a sense of community at their workplace.
What do they want most that only you can deliver? It’s meaning. That meaning they’re looking for begins with you and your leadership. To be sure, what Washington DC does actually can impact your business significantly, however, the president of the United States or the leader of any country does not lead your firm. You do. It’s an enterprise entrusted to you to lead as a steward. It’s a place where people look to you for answers, where people want to be part of a team that cares about them and where people want to be valued, appreciated, and loved. The next president of the country will not show up this week at your office to encourage your team, fix a broken piece of equipment, hire the next team member, sell a big account, or cast a bold vision about how your team will reach your goals and impact the culture.
As we find ourselves mid-October and a blink away from a new calendar year, it is an opportunity to prepare for how we view transitions. Transitions allow for reflection and renewal, for letting go and beginning anew, and for learning from the past and creating the future. Instead of laying out trends for the next year, I would like to comment on a fundamental enabler of any transition: hope. Leaders who want to improve, CEO’s who work toward excellence, HR professionals who aspire to deliver more value, and employees who seek well-being all achieve their transitions by realizing hope.
Hope integrates many of the positive traits that shape transitions for others and matter to me personally: learning, patience, service, faith, humility, optimism, gratitude, and so forth. I send hundreds of formal and informal e-mails every month to invite people to programs, to thank people for attending programs, to check in on those I mentor, and to stay connected to those I care about. I begin almost every one of these notes with “Hope you are well.” Hope is one of my personal desires, tag lines, and biases and an enabler of any transition.
If I could implant one trait in my family, friends, and colleagues who are undergoing continual transition, it would be hope.
The New York Times recently published a great article about how there is “No Time to Be Nice at Work.” Author Christine Porath was on target regarding several significant concerns that are especially relevant today. One of the first things that struck me was her points that incivility has been growing, and that it definitely has a cost.
Porath joins others in noting that incivility and similar behavior causes stress. Continued stress, even intermittent stress, creates a hit to one’s immune system, sometimes a big hit. Cardiovascular disease, cancer, diabetes and ulcers are all possible results or side effects of long-term stress. Several of these can kill you or a co-worker.
The author also notes that you don’t always need to experience causes of stress directly. Simply being in a chronically toxic environment for several hours each day can do the damage.
Porath focuses much of her article on mean bosses, but I’d also note that toxic environments can also be caused by fellow employees. That’s why I stress that smart leaders should be aware of the environment at the office, including how staff members treat each other. It’s the type of intangible that can make a big difference in any workplace.
Some will find it unintuitive, but numerous studies have shown that performance is degraded by more than half when testers deliberately exhibit a rude, dismissive or demeaning behavior. Although it would be an exaggeration to expect 50 or 60 percent better office performance just from being nice, the evidence clearly shows that chronic off-hand brusqueness and the like is counter productive. Employers and managers who prefer to be rude and obnoxious can continue to do so, but they need to know it costs them, big time.
One of Porath’s interesting points involves contemporary incivility. She writes that this and similar bad behavior have grown over recent decades and that it’s part of a culture of “busy-ness.” In one extensive study, Porath noted people said they were simply “too busy to be civil.”
“Over half of them claim it is because they are overloaded, and more than 40 percent say they have no time to be nice,” Porath wrote. “But respect doesn’t necessarily require extra time. It’s about how something is conveyed; tone and nonverbal manner are crucial.”
Clearly, no human in any role can always be “Miss Manners,” and any executive, manager or other leader can always be nice. Just ask Donald Trump! But good management starts with awareness if others are experiencing anxiety or stress, followed by offering to listen and providing support. This used to be called moral support—letting people know that they are not going through this alone is stress and anxiety reducing. Likewise, deliberately creating a “Shark Tank” environment as part of a long-term organizational plan is not a good idea. It might work for a 30-minute television show, or even peak office situations that occur on occasion, but it will not lead to long-term success.
Most managers will know if some staff members are feeling pushed too much, but keep in mind that everyone will react to pressure and show stress in different ways. A given factor may be serious for one person and little more than a bump to another. Differences will occur depending on what is going on in the employee’s life; illness, death of a loved one and financial problems are among the possible factors. Likewise, people will show stress in different ways; some are very vocal while others keep it bottled up (which may be worse). That’s why an option worth considering is an annual employee satisfaction survey. These can help you know if employees are overly stressed or anxious and pickup on issues you might not sense.
I would definitely agree with this article that stress in your office should not be overlooked. Although seeing and dealing with it may require some effort, especially at first, handling it properly can definitely pay dividends.
