Posts Tagged ‘happy workplace’

Be Happy: The Benefits of Positive Feedback

Thursday, February 3rd, 2011

I’ve written a lot about how important positive, or confirming, feedback is to a person’s performance. The reason is simple: People tend to do more of what they’re praised or rewarded for. If I tell you that I like the way you did something, you’re more likely to do that again. But there’s another reason positive feedback can improve performance.

A number of years ago I was coaching a race driver who had been a mid-pack performer, mostly due to a lack of experience. In other words, he had good basic skills and techniques, but rarely put them all together because he just hadn’t developed the ability to do so yet. The best he had qualified for a race all season had been 12th.

Prior to a qualifying session about two-thirds of the way through the season I asked this driver to tell me about the best performance he had had in any activity in his life. He recounted – and replayed in his mind – a hockey game he’d played a few years earlier where he had been totally in the zone, and played the best ever. During our conversation, I asked him what emotions he felt during that time, and it was obvious from his facial expressions how positive they had been.

Moments after our conversation he got in the car and went out for qualifying. He put it on the pole, setting fast time amongst two dozen drivers. First place!

What happened? Did he gain extra skill all of a sudden? No, he simply accessed all of his abilities within him. The replaying of the past success had triggered a performance state of mind. It had made him happy.

When someone is provided with positive feedback, it triggers a performance state of mind; it makes them happy. And, while it may seem simple, research study after research study have proven that people perform better when they’re happy. Read Shawn Achor’s book, The Happiness Advantage for details.

So, not only does positive feedback confirm for a person that they should do more of what they were praised for, but it puts them in a better state of mind. It actually makes them happier. Either way, they’re more likely to perform at a higher level because of it.

Of course, the feedback needs to be genuine…

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Success Lessons From The World Of NASCAR

Wednesday, November 11th, 2009

nascar.600A recent edition of USA Today (November 6, 2009) ran an article about the consistent success of Hendrick Motorsports’ NASCAR teams. Some would say domination is a better word than consistent success, given that they are closing in on their fourth consecutive NASCAR championship (perhaps taking 1st, 2nd and 3rd). The article is titled, “Happy in the Workplace – Hendricks Motorsports’ people skills key success,” and it provides some lessons that any organization, whether in sport or the business world, can learn from.

General Manager, Marshall Carlson says there are four keys to their success: “Talent, unity, speed, and focus, and all four are about people, not technology or widgets.” Where some teams look to cut costs on hotels and food for their traveling teams (consider that these teams are on the road for at least 36 weekends per year), Hendrick Motorsport “views booking quality hotels and catering healthy meals as essential as top-notch equipment.” In other words, looking after their people.

While most race team managers come from within the sport, Carlson came from Hendrick’s auto dealership empire. He views the running of the race teams no different from running of a car dealership. “They’re a lot less different than you’d think, because the culture is very much aligned.”

“A lot of car dealers put the customer first. At Hendrick Automotive Group, the employee is No. 1 and they’ll take care of the customers because happy customers keep the manufacturers happy. It’s same with the team. We feel if we have smart and talented people happy to be there, we’ll run well. If we run well, the sponsors will be happy. Even in a sport where the technology is very important, the difference is the human capital.”

“Anything that touches people takes precedent, whether it’s food, travel, uniforms, working conditions or health insurance,” he said. “That’s contrary to how some organizations work.”

Hmmm… Happy employees. Ensuring employees are happy is the number one priority, assuming that if they are, they will make sure the customer is happy.

How many companies claim that people are their number one resource, and yet don’t back that up with their actions. In fact, having facilitated strategic planning sessions for companies, I can’t tell you the number of times I’ve heard senior management make that claim, and yet heard from employees that it’s not true. Leaders claiming that employees are most important, and yet acting as though they are really a distant second – or third, fourth, or worse – to anything that leads to short-term financial results seems to be the norm and not the exception.

Let’s go back to what Carlson said were the four keys to their success:

1.     Talent – A happy employee who does not have the skills and knowledge to do the job will not lead to consistent success. What he doesn’t say is that, for the most part, skills and knowledge can be acquired.

2.     Unity – This is all about teamwork, all about people working together as a unit.

3.     Speed – When one hears a person in motorsport talk about speed, you can’t help but think he’s talking about the car. But in this case, Carlson is talking about people. Having spent years around high-performing race teams (and some low-performing ones), I know that he’s talking about how having the right systems and processes in place, good people will perform quickly and efficiently.

4.     Focus – Happy, talented employees, working together within great systems will not perform well if they’re headed in the wrong direction. Well, duh. Focus is critical.

But here’s the point: Talented employees, working together as a team with great systems, and focused in the right direction will not perform consistently well if they’re unhappy. I can think of one specific race team that I was involved with where this was the case. They had incredibly talented people. They worked well together, as a team. They had fantastic, well-designed systems and processes in place. And they were very focused on what was important and what needed to be done. But it was not a “happy workplace.” And they under-performed.

Lesson learned.

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