Explore practical steps to bridge the joy gap, enhance team collaboration, increase employee engagement and boost workplace satisfaction.
In a world where tech rules and many leaders are hyper focused on metrics, there’s a game-changer on the rise: Joy.
Yep, that’s right. Joy at work is more than just a feel-good notion; it’s an untapped – often disregarded – factor in the equation of success. When leaders foster joy among their team, they inspire their employees to bring their best to work and unleash untapped potential
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The result? Employees, and the companies they work for, thrive.
As leaders, let’s make work about more than goals, managing budgets and hitting key performance indicators. Those are important for sure, but in the wake of the pandemic, the workforce is rapidly changing. Employees are craving pay with a purpose. Studies show that there’s measurable value in sprinkling a little joy into the workplace. Ready or not, it’s time to cultivate joy at work.
What’s New
In a Harvard Business Review article Making Joy a Priority at Work, Alex Liu, the managing partner and chairman of A.T. Kearney, a global management consulting firm, advocates for joy as a transformative solution, emphasizing its intrinsic appeal and connective power to foster team success.
Why It Matters
Joy, a fundamental human desire, has the potential to break down silos and inspire increased collaboration within organizations. Drawing parallels with the joy experienced in sports, Liu highlights the impact of harmony, impact and acknowledgment in creating a positive work environment. The article suggests that cultivating joy at work can enhance the overall employee experience, leading to increased productivity, collaboration and job satisfaction.
By the Numbers
A survey by A.T. Kearney in December 2018 explored workplace experiences globally, revealing a significant “joy gap” where 90% of respondents expected substantial joy at work, yet only 37% reported experiencing it. The survey indicated that joy stems from meaningful work, with employees valuing a company’s positive societal contribution and alignment with personal commitment to the company’s purpose.
A Personal Experience
During a recent conversation, I heard the word “crispy.” The reference wasn’t related to a menu item in the company cafeteria. It was used to refer to how some employees were feeling. With increasing demands on time, resources and energy, it’s no surprise that employees are experiencing burnout at increasingly higher rates with staff turnover also on the rise.
There may be some leaders who hear the words “joy” and “work” in the same sentence and immediately think “that’s flaky.” However, the data confirms what we all know intuitively. “Joy in work” isn’t flaky, and improving joy in work is possible.
What Leaders Can Do Now
It starts with being curious and asking the simple question, “What brings you joy?”
There’s value in asking the question early, even during the interview… and often, like on Monday morning, to learn about a joyful experience that occurred over the weekend.
In the article, Liu suggests there are three ways leaders can help bridge the joy gap by prioritizing joy. Steps include:
- Set the Agenda: Incorporate joy into the corporate purpose, which enables employees to contribute to something meaningful and bigger than themselves. Strengthen inclusion efforts to ensure all employees feel recognized, heard and valued. Also, fund mental wellness benefits for all employees.
- Set the Stage: Form cross-functional teams for new digital / culture programs, maximizing impact, shared success and – yes – fun! Foster joint teamwork to break down silos and enhance collaboration.
- Set the Tone: Encourage and celebrate individual and corporate social impact efforts. Authentically express personal joy in your role as a leader. Be vulnerable and share “what lights you up.” Celebrate individual and team success. Also, demonstrate a genuine interest in what brings joy to those on your team and your business partners.
The Bottom Line
Joy, often overlooked in the pursuit of success, is fast emerging as a powerful force in shaping organizational cultures. Liu urges leaders to recognize and acknowledge the joy gap, emphasizing that both technology and a joy-focused culture are essential for large organizations to navigate challenges successfully.
Parting Thoughts
Joy is a result of doing something meaningful that makes the world a better place. It's is more than just a feeling; joy is a strategy for experiencing fulfillment in business and in life.
– Al Viller
Joy isn’t just a pleasant addition; it’s a practical necessity for fostering cohesion, communication, inclusion and employee engagement in the face of the unprecedented business challenges on the horizon.
Inspire on!
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