Artwork: Yue Minjun, Laughing Painter, 2003, oil on canvas, 70 x 50 cm
In July 2010 Burt’s Bees, a personal-care products company, was undergoing enormous change as it began a global expansion into 19 new countries. In this kind of high-pressure situation, many leaders pester their deputies with frequent meetings or flood their in-boxes with urgentdemands. In doing so, managers jack up everyone’s anxiety level, which activates the portion of the brain that processes threats—the amygdala—and steals resources from the prefrontal cortex, which is responsible for effective problem solving.
Burt’s Bees’s then-CEO, John Replogle, took a different tack. Each day, he’d send out an e-mail praising a team member for work related to the globalrollout. He’d interrupt his own presentations on the launch to remind his managers to talk with their teams about the company’s values. He asked me to facilitate a three-hour session with employees on happiness in the midst of the expansion effort. As one member of the senior team told me a year later, Replogle’s emphasis on fostering positive leadership kept his managers engaged and cohesive as theysuccessfully made the transition to a global company.
That outcome shouldn’t surprise us. Research shows that when people work with a positive mind-set, performance on nearly every level—productivity, creativity, engagement—improves. Yet happiness is perhaps the most misunderstood driver of performance. For one, most people believe that success precedes happiness. “Once I get a promotion, I’llbe happy,” they think. Or, “Once I hit my sales target, I’ll feel great.” But because success is a moving target—as soon as you hit your target, you raise it again—the happiness that results from success is fleeting.
In fact, it works the other way around: People who cultivate a positive mind-set perform better in the face of challenge. I call this the “happiness advantage”—every business outcomeshows improvement when the brain is positive. I’ve observed this effect in my role as a researcher and lecturer in 48 countries on the connection between employee happiness and success. And I’m not alone: In a meta-analysis of 225 academic studies, researchers Sonja Lyubomirsky, Laura King, and Ed Diener found strong evidence of directional causality between life satisfaction and successfulbusiness outcomes.
Another common misconception is that our genetics, our environment, or a combination of the two determines how happy we are. To be sure, both factors have an impact. But one’s general sense of well-being is surprisingly malleable. The habits you cultivate, the way you interact with coworkers, how you think about stress—all these can be managed to increase your happiness and yourchances of success.
Develop New Habits
Training your brain to be positive is not so different from training your muscles at the gym. Recent research on neuroplasticity—the ability of the brain to change even in adulthood—reveals that as you develop new habits, you rewire the brain.
Engaging in one brief positive exercise every day for as little as three weeks can have a lasting impact, myresearch suggests. For instance, in December 2008, just before the worst tax season in decades, I worked with tax managers at KPMG in New York and New Jersey to see if I could help them become happier. (I am an optimistic person, clearly.) I asked them to choose one of five activities that correlate with positive change:
* Jot down three things they were grateful for.
* Write a positivemessage to someone in their social support network.
* Meditate at their desk for two minutes.
* Exercise for 10 minutes.
* Take two minutes to describe in a journal the most meaningful experience of the past 24 hours.
The participants performed their activity every day for three weeks. Several days after the training concluded, we evaluated both the participants and a control group...
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