Employee Happiness

You Shouldn’t BE Happy

In Alison Beard‘s article, The Happiness Backlash, in the July-August 2015 issue of Harvard Business Review, it is clear to me that she makes herself more unhappy by believing she should be happy when she isn’t. You shouldn’t be happy, you can be, but it’s not a should.

I wanted to share my comment on her article with you because I think what she is doing is common and it increases misery.

This is a modified version of what I wrote to Alison. Quotes are excerpts from her article:

Your premise that you should be happy is false, “The huge and growing body of happiness literature promises to lift me out of these feelings. But the effect is more like kicking me when I’m down. I know I should be happy.”

“Social scientists tell us that even the simplest of tricks—counting our blessings, meditating for 10 minutes a day, forcing smiles—can push us into a happier state of mind.” The reason their simple tricks are not effective at increasing long-term happiness is that they address symptoms of unpleasant feeling moods, not the root cause.

Your emotional state is not dependent upon your life circumstances and is especially not dependent upon a comparison of your life and those of others–if you have developed psychological flexibility.

Your emotional state is the function of two major things and some less important things that affect it.  The first is whether you’re moving toward your unique personal goals. It does not matter what those goals are. They could be to become the richest person on the planet or to become a stay-at-home Mom who has time for bubble baths each or simply someone who has time to get enough sleep or the ability to get enough food for one day, or any other goals that are meaningful to you. If you’re moving in the direction of your goals, you feel much better than if you’re moving away from them. If you’re staying equal distance (not toward or away) your emotion varies by how long you’ve been there and how far you are and whether you believe you’ll ever get there. That brings us to the second major factor–mindset.

Mindset is, to me, the habitual pattern of thoughts that an individual usually uses. Because they are habits, they are the default mode of that individual. Like all habits, they can be changed, but not by simple tricks in a few minutes. Habits of thought include many things, but one that is important to this topic is whether a person tends to react to situations with appreciation, irritation, frustration, anger, envy, despair, etc.  Our chronic emotional state is the product of our habits of thought. Two people can have the exact same meal with the exact same waiter at the same table and one can thoroughly enjoy it while the other is frustrated because he finds it lacking in many ways. Both are right, from their personal perspective. We can choose the perspective from which we view any situation. It’s a function of psychological flexibility and a key element of resilience, both of which strongly support good mental health (even following trauma), good relationships, and greater success in all areas of life. In fact, research shows that being resilient before experiencing a trauma (and even learning resilience afterwards) can lead to posttraumatic growth instead of PTSD. It’s not just our veterans that experience PTSD. It can be the result of accidents, crime, and even giving birth.

Other factors come into play. The level of your personal resources such as adequate sleep, nutrition, hydration and whether your body is in pain or ill will affect your emotional state and your behavior.

There are no shoulds in happiness. You are where you are. Should-ing yourself will usually make you feel worse. You can choose what to do from where you are and if being happier is not important to you, leave it to those who want to be happy. It’s not difficult to be happy while pursuing goals that are important to us personally if our habits of thought aren’t sabotaging us.

New research, published in Global Advanced in Health and Medicine informs us that emotions are sensory feedback from a sensory system that even one-celled organisms have, which guide us away from danger and toward self-actualization (Peil, 2014).

Don’t worry if what you’re doing is not the same as what others are doing. They may not want what you want. We are all beautifully unique and life is more fun when we don’t think we have to embrace things others are embracing that don’t appeal to us.

Best wishes to you on having the life you want.

Jeanine Joy teaches, speaks and writes about human thriving. She is an expert in teaching people how to adjust their mindsets in any way they deem helpful in reaching their dreams and goals.

If this helped you, please share so that others may be helped. Thank you.
For more of my articles on LinkedIn and at Happiness 1st Institute.


Your Programming is Like Pandora, not Spotify

With the online radio station Pandora, you can listen to music all day based on a single song you choose that represents the type of music you want to listen to. Your one song lets Pandora know the mood of the music you want and Pandora does the rest. With Spotify, you choose exactly which songs are in your playlist so nothing unexpected shows up.

Most people approach life as if they have to (and can) control what happens in their lives. They work for years instructing their children in the way they expect them to behave in the hopes that doing so will control their children’s behavior. They demand their spouse behave in specific ways, some even require their mates wear specific styles of clothing or hair. They insist their friends adhere to specific rules. They spend inordinate amounts of time attempting to get the government to do what they want it to do. They want their employer to behave in certain ways and expect specific responses to their work. For most people, these attempts to control are a lot of work for very little return.

Our children decide what they want and do it–eventually. Spouses who are initially willing to do things we want just to please us eventually resent the requirement. Friends find other friends who are more easy-going or their reciprocal demands become more than we are willing to do. Efforts to change the government, well, if it’s worked out well for you–send me a note. I’d love to hear your story.

It’s as if people think they can choose specific songs (behaviors/experiences) and that is all they will experience–as if life is like Spotify. But life is not like Spotify, we can’t pick and choose the exact experiences that will happen around us.

Life is like Pandora. We can choose how we will feel about what happens, we can choose between fear and excitement, between worry and trust, between love and hate and so much more. That’s great news if we know how to program in the type of song (emotions) we want to experience. But when we don’t understand how to program the type of experiences we want, life feels messy and confusing, hard and frustrating.

If you program your day for anger, you’ll have lots of it–all day long. Just like if you tell Pandora to play Machine Head – Ten Ton Hammer your day won’t be Zip-a-Dee-Doo-Dah. Most of us have been taught to live as if our world runs by Spotify rules. It doesn’t.

You have to set the tone of your day. Or you can begin with just setting the tone of a moment and expand outward from there.

What kind of day do you want?

Top of the World

Top of the World – The Old Fashioned Way

Hot Rod Lincoln

Life is hard and then you die

When a Man Loves a Woman

How do you choose the tone of your day?

We all have emotional set points–emotional states that are our default emotional state. Horrible things can happen to someone and within two years they typically return to their pre-tragedy emotional state. Wonderful things, like marriage and winning the lottery happen and within two years people return to their previous emotional state.

But the reason they return to their original emotional state is not because of genetic predeposition. It is because emotional state is the result of habits of thought and most people don’t even realize they have the ability to change their habits of thought, much less how to do so. Like any habit, it requires time to change habits of thought. But with the proper skills you’ll be amazed at how much can change in three months.

Why bother?

If your chronic state is not positively focused (i.e. hopeful, appreciation, joy, enthusiasm, passion, interest, and other good-feeling emotions) it negatively impacts everything that is important to you–your physical, mental, behavioral health and relationships, your success, and even how long you live. Your life also just does not feel as good as it could.

One technique you can use to improve your habitual thoughts is to appreciate three things each day. Research has shown that appreciation helps more than a practice of gratitude for 66% of the people who use the technique. For many other ways, including a technique that helps you become an expert in setting the emotional tone of your day, see any of my The Smart Way books.

Jeanine Joy teaches, speaks and writes about human thriving. See more posts on LinkedIn and at Happiness 1st Institute.

If this helped you, please share so that others may be helped. Thank you.

If you want help learning to set the tone of your day, check out the classes we offer.


Prevention Saves Lives and Money


 

No, Giving People More Health Insurance Doesn’t Save Money” read the headline in a recent New York Times Article.


The reason preventative care is not saving money is that it is not true prevention. It’s early detection of illness and disease, not prevention in the true sense of the word.

True prevention would be Primary Prevention. Examples of Primary Prevention include washing one’s hands after engaging in activities that may expose one to germs and/or bacteria and before handling food. Another example is safe drinking water delivered to homes.

Primary Prevention is possible in healthcare. Primary Prevention is not early detection; primary prevention actually prevents the illness and/or disease from manifesting in the first place.

There is overwhelming science evincing that stress is at the root of between 67% – 99% of illness and disease (results of studies have varied). Even if it is just 67% it represents a tremendous portion of our healthcare expenses.

For 40 years the recommendations for stress management have been dose dependent and research is clear that when people need to reduce stress the most they are least likely to do so—even when they know engaging in dose-dependent stress reductions will help them feel better. The reason the vast majority of methods recommended are dose dependent is because they do not address the root cause of stress. Many recommendations increase stress, such as telling people to think positive without telling them how to do so. Another one is telling people to reduce activities when their life will not allow them to do so, which creates stress about how stressed they are.

We all know that the same situation elicits different levels of stress in different individuals and that the amount is not directly tied to how devastating the situation appears to be to the individual. The reason some individuals experience lower stress is because their minds are programmed in ways that reduce their stress because of the perspective they take. All of us have minds that are programmed. Most of the programming is completed by age 6 and happens as a natural result of being alive. But it is possible to change the programming so that it helps us instead of hinders us. Doing so increases resilience while it lowers stress. The benefits also extend far beyond health care. Stress is a significant contributing factor to other socially undesired outcomes including crime  racism, teen pregnancy, divorce, and drop-out rates.

For healthcare, a positive mental attitude reduces the risk of heart disease by 50%. (Boehm, 2012) Heart disease is responsible for about 1/3 of all deaths.

Stress is a significant initial cause of mental illness.

Stress decreases our immune, digestive, and cognitive functions. Science evincing the speed of these changes using biochemical markers is definitive.

Provide society with the skills to reduce stress at the root cause and the financial benefits will far exceed the cost. The non-financial benefits will be even greater. If you don’t want to wait for society to distribute this life-saving and life-enhancing information, you can get it now in True Prevention–Optimum Health: Remember Galileo.

 


Stressed Employees and Business Owners

Stressed employees and business ownersStressed employees and business owners

Helping Stressed Employees and Business Owners

Most stress reduction techniques taught provide temporary improvements and are dose dependent (you have to repeatedly do them to get the benefit), much like medicines that treat symptoms instead of curing the problem.

Our program teaches skills that create mindsets that are more adaptable and that actually experience less stress than untrained minds in the same circumstances.

The changes become permanent and life is less stressful thereafter.

Lower stress means more engaged and productive employees. This is a competitive edge that keeps increasing.

Because we address stress relief from the root cause, the benefits spread throughout the system (physical, mental, behavioral).

 


Empower Yourself

Your mindset is really programming, specifically it is how your brain is programmed. We all have programming and most of it was created by default, by our experiences, upbringing, thoughts, examples, and conclusions. All these things shaped our mindset.

Default programming is not optimal programming.

Realizing that your programming may be hindering your success in all areas of life and that you can change your programming are the two most empowering things most people can learn.

Understanding this is the 1st step to changing your mindset.

Your mindset creates filters that determine which of the millions of bits of information your senses pick up are made available to the conscious mind. The unconscious mind processes millions of times the information the conscious mind is ever aware of. When you change your mindset, your filters change and the world literally changes–not because anything actually changed other than your perception.

You can’t live a great life with sub par programming.

Empower Yourself

If you’re ready to improve your programming, contact us.  We have the best techniques and can help you understand how changes will change your outlook so you can decide for yourself what programming you want in your head.

Jeanine Joy is an inspiring and life-changing author, speaker, and scholar. The purpose of her life is to seek out knowledge that increases human thriving, create explanations and processes that provide practical ways for individuals adopt strategies that enhance their lives. Her programs, books, and speeches empower people to fulfill their dreams and enjoy more loving, happy, and successful lives. Her ultimate goal is to help create a better world for everyone.

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Employee Respect: Who Gets It?

The approach the solution to employee engagement has been taking is misguided. Ask yourself why engagement numbers are down to 30% levels according to recent Gallup surveys. Harvard Business Review (HBR) recently surveyed 20,000 employees worldwide and half of them feel disrespected by their bosses.

If you’ve ever watched Criminal Minds or countless other shows, you know that it is not the intent of the communicator but the reception/perception of the receiver that determines the message that is communicated. Someone who feels disrespected frequently (by teachers, family, friends, society) will not feel respected because the boss is careful about how he or she communicates.  Often, these individuals do not respect themselves so they certainly don’t expect others to respect them. They want it–absolutely they want it. They want someone to come along and give them respect and magically make them feel better. They don’t know that they can’t feel respect until they respect and like themselves. They allow a negative string of self-doubt to tarnish their existence.

Until they respect themselves they can’t feel the respect others show them. Ask anyone you know who has made amazing progress in their life what made the difference for them. They will tell you that it was when they changed their perception about them self. People treat us as we expect to be treated. We give off clues and when we do not respect ourselves we might as well have a neon sign floating above our heads letting others know. It is obvious to anyone who does respect them self. It’s obvious because they know what they are willing to tolerate and what they are not willing to tolerate.

I had my own journey where I went from not feeling worthy and not thinking I was good enough. When I changed my own view of myself, the way everyone else treated me changed. I mean everyone. From bosses/employers, to significant others, my children, my parents, and even the clerk at the grocery store. It felt magical. When I changed me, the non-verbal clues I sent that others read (often unconsciously) changed.

Few people in our society truly feel worthy of self-respect. They have negative voices in their heads constantly criticizing themselves. Or maybe, like me, they were taught they had to earn respect but never given a way to calculate when that task was complete. If you have to “earn it” how do you know when you’ve done accomplished it? I had long since earned a lot of things before I began believing I had earned them. When I changed my belief from “I have to work hard and prove myself before I can have that (respect, executive promotion, six-figure salary, nice house, etc.) to I have earned this and I deserve this, it all came. In the space of two years my entire life changed and all those things I had been striving to prove myself worthy of came quickly and easily.

I’m not special. I’ve seen other people change their beliefs about their self and their life changes, too. I help people make this transition and I see the changes they experience as a result. No, I am not special, but I am worthy. Everyone else is worthy too, but so many just don’t know it.

You have to believe you deserve respect. So many don’t. I wish everyone could learn to respect themselves. You have friends who don’t, maybe you don’t either.

You know the friend, the one who is amazing and inspires you,yet when you compliment they wave your accolades aside as if their accomplishments are nothing or flawed. I’m not talking modesty here. You know him or her. The one who truly does not believe they are worthy of the praise you’ve giving them. That businesses continue attempting to make this about the manager and about changing the manager baffles me. It is the employee who needs to learn they are valuable and worthy of respect so they can actually receive it. Until they do, they have an energetic wall up that blocks them from perceiving the respect they are shown.

Helping employees value and respect themselves will enable them to receive the respect their boss feels toward them. It will also make the bosses respect more authentic because how you treat yourself is usually reflected in how others treat you.

It is possible to decide how you will treat others and treat them that well regardless of how they feel toward themselves but that takes a lot of work and few people consciously make that choice. I saw a video earlier today that reflects how few consciously make that choice. First, a disclaimer, I do not believe that clothes make the person, but in many cases the person who does not respect themselves does not dress well–it is an indicator of how the person perceives him or herself. It’s not always true–sometimes people dress especially well to cover up insecure feelings–but it is true often enough that many people will make assumptions about a person based on their attire. And sometimes, the very secure will dress for comfort because they are not seeking approval from others. Now, for the video:

It’s clear in the literature across the ages, from the greatest thinkers of all time to scientific literature being produced in the best Universities of the 21st Century. You have to respect yourself first.

Working on management has limited returns for employee engagement because it treats a symptom, not the root cause of the problem.

Give employees the knowledge and skills they need to increase their self-respect.

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Smart Employers Know . . .

Smart Employers Know the effect of chronic stress on the success of their employees and therefore, their business.

The smartest employers are implementing programs that teach employees psychological flexibility that considers the human drive for autonomy and reduces stress far more than any of the dose dependent stress reduction methods.¹ ²

Smart Employers Know that focusing their efforts on Primary Prevention which is designed to prevent problems from occurring, rather than waiting until after they occur to address them, will always be ahead of those whose strategy is reactive.

Smart Employers Know that the level of stress most employees experience in modern society is typically enough to be in the harmful level. Our society routinely tolerates far higher levels of stress than is healthy, often wearing the level of stress tolerated as a badge of honor. This tactic is completely ignorant of the facts that living with chronic stress:

  • Decreases the function of our immune system, leading to more illness and earlier deaths
  • Decreases cognitive function, leading to more unhealthy decisions and a lower ability to solve problems
  • Contributes significantly to the high percentage of GNP we spend on health care while receiving poor results
  • Increases the chance of addictions
  • Is the leading contributor to mental health issues from depression, anxiety to bipolar disorder and more
  • Increases the prevalence of chronic diseases that rob people of a high quality of life far too often and at young ages
  • Significantly reduces the quality of relationships of all types, from spouses and children to co-workers and neighbors
  • Is the # 1 factor that prevents good results in:
    • Employee Engagement
    • Turnover
    • Absenteeism
    • Creativity
  • The impact of stress begin almost instantaneously and compounds over time
  • The risk of preterm delivery of our offspring when we’ve endured chronic stress for years
  • The negative impact on physical, mental, and behavioral health of our children

Smart Employers Know that employees who have been trained in psychological flexibility experience significantly lower harmful stress under situations that produce harmful levels of stress in those who do not deliberately use their ability to be psychologically flexible to reduce stress.

What could your team do that it is not doing now?

Contact us today to learn how we can help your team develop winning mindsets and the psychological flexibility it takes to go the distance and arrive healthy.

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¹ Kashdan, Todd B., Psychological Flexibility as a Fundamental Aspect of Health, Clin Psychol Rev. 2010 November 1; 30(7): 865–878., doi:  10.1016/j.cpr.2010.03.001,

² Gorin, Amy. A., Powers, Theodore A., Koestner, Richard, Wing, Rena R., Raynor, Hollie, Autonomy Support, Self-Regulation, and Weight Loss, Health Psychology, 2014, Vol. 33, No. 4, 332–339, http://dx.doi.org/10.1037/a0032586

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Burnout in High Stress Occupations: Solutions

Employee Engagement

Recent studies have reported employee engagement levels at or below 30%. Traditional methods of employee engagement attempt to change the corporate culture and management in order to change the employees. But older wisdom tells us that true change must come from within. After decades of using the traditional approach with dismal results (30% of employees are engaged), isn’t it time to give another method a try? The results could hardly be worse.

Burnout in High Stress Occupations

Worldwide, burnout in high stress occupations is taking a toll and causing concerns. This is especially true in the healthcare industry where physicians and nurses are experiencing burnout with two dire consequences. 1) The care they are able to provide is lower as a result of the burnout, and 2) They are leaving the field and taking their years of training, hand in hand engagement burnout resilience-001expertise and experience with them.This is not good for the employees, the employers, or the public. Burnout and lack of employee engagement go hand in hand.

We need a better solution and there is a mountain of evidence pointing to resilience as the missing piece. Resilience stands alone as the most important factor in maintaining employee engagement.

“The failure or loss of resilience in physicians leads to burn-out, which is a major concern in medical centres because of its impact on health care.” (Eley et al, 2013)

If you step back and look at the relationship between employee engagement and resilience, it becomes easy to see why addressing engagement by attempting to change the environment instead of strengthening employees is failing.

Perhaps employers are reluctant to spend their resources strengthening employees who can leave the organization. I can see how easy that objection to strengthening employees could be made. I also see how short sighted it is.

Beyond a certain point, the work and work environment is far more important to employees than compensation. If that weren’t true, many occupations would have to pay a great deal more to get anyone to do the work.

Does management affect culture? Yes, of course. But a resilient employee can thrive under a bad manager because that employee will respond in ways that support his or her own continued engagement. Resilience relies heavily on mindset. With the last really bad boss I had, I developed several mantras that helped me remain engaged with the work and the company even though I had no respect or trust for the boss I had caught lying and deliberately wasting company resources. At the time I worked for one of what I call the “Big Box banks” and in my time there my bosses tended to last 6 – 8 months, then I’d report to the Senior Vice President until a new boss was hired. I loved working directly for the SVP because of the mutual respect we’d developed over the years. The main thing I had to do to remain engaged in my role was remind myself that the bad boss would be gone soon.

Okay, yes, that is over simplification. But the other perspectives I took to feel better all flowed easily once that one was in place. Did I thrive? Yes. In fact, it was while working under that boss that I was promoted to Vice President. I also did not stress about him after hours. If my mind began ruminating about what he had done that was irritating, frustrating or infuriating I would remind myself that he would be gone soon, which enabled me to let it go. Was he gone soon? Yes. In fact, I’ve noticed that most really bad bosses don’t last too long–not just for myself but also with friends and family.

Who suffers most under a bad boss? It is not the most vulnerable. I was a single Mom raising two children on my own. It is the one who believe the current problem is going to be permanent. The ones who worry not just about today, but about what it will be like working for that bad boss in six months or six years. It is those who do not believe they can do anything about the situation.

Interestingly, those same traits are associated with depression. Ruminating, anxiety, and unnecessary worry make someone vulnerable–not their life circumstances.

What Difference Does this Make?

If your employees are not resilient, adverse circumstances can quickly lead to a lack of engagement. You cannot control the circumstances the employee works under. There are too many moving parts. You have some control over these parts but no control over most of them. The employer cannot control whether or not the:

  • Employee gets adequate sleep before coming to work
  • Employee’s children are cooperative while they prepare for the day ahead
  • Employee eats breakfast
  • Employee argues with members of their family before coming to work (or even during work)
  • The morning commute goes well (millions of moving parts here including other drivers being rude, getting  a ticket, having an accident, car breakdowns, spilling coffee, heavy traffic, noticing weeds allowed to flourish in a neighbor’s yard, a song on the radio that makes the employee feel sad, flat tires, parking issues, and more)
  • Other employees are rude to the employee
  • Customers are rude to the employee
  • Employee likes the way coffee in the breakroom was prepared
  • Employee has minor illnesses or aches/pains (i.e. tension headaches, minor stomach upset, indigestion, sore muscles, etc.)
  • Employee is worried about personal finances
  • Employee is worried about a child being bullied, skipping school, having sex, drinking, doing drugs, smoking or other undesired activities
  • Employee is worried about the health of a personal relationship
  • Employee is worried about a loved one for an unlimited number of reasons
  • Employee feels loved or appreciated by anyone
  • Employee finds meaning in their work (this is a function of perception–not the role)

The above list may seem lengthy but it is far from an exhaustive list of factors that contribute to the employee’s performance on any given day. If the employee works with others, whether bosses, peers, or subordinates each factor would be multiplied by each of the people with whom the employee has interactions.

The bottom line is that the employer cannot control the work environment beyond a very limited scope. How the employee responds to the circumstances has a far greater impact on employee engagement than anything the employer can do. Resilient employees respond to life’s ups and downs in ways that allow them to bounce back. What is a deep valley to an employee who lacks resilience is a mere pothole to the resilient employee.

The Good news is

Resilience is a learnable skill. (Cloninger & Cloninger, 2011)

Resilience leads to desirable traits including:

  • Being responsible
  • Perseverance
  • Psychological and Behavioral maturity
  • Cooperation
  • Optimism
  • Self-direction

Resilience is associated with a lack of unnecessary worry, anxiety, and negative rumination.

Building A Resilient Culture

You can build a resilient culture that will support and encourage engagement by teaching employees skills that increase their personal resilience. Once taught, there will be a natural tendency to support and strengthen that culture.

We all know, intuitively, that we want to feel good. Resilience feels better than the alternative. Working with other people who are resilient creates an atmosphere that is positive and nurturing. There is less competitiveness within the organization and more cooperation toward accomplishing shared goals. There is a greater desire to better oneself because the belief that doing so will have a positive outcome increases in the resilient individual. There is greater focus on solutions and less frustration with problems.

One of my all time favorite quotes is:

Give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime.” Maimonides

Teaching employees the skills that lead to resilience is like teaching them to fish. Once acquired the skills are used because using them feels better than not using them. In an organization where all employees are being taught the skills the opportunities for positive reinforcement will help them quickly develop new habits of behavior and thought. The way these skills are taught makes individuals more receptive to feedback about course adjustments than they were before.

If you’re not satisfied with your employee engagement numbers or you’re concerned about burnout, contact us today for a free consultation. You’ll be glad you did.

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P.S. The other great benefit with our program? The way we increase resilience also increases Emotional Intelligence (EQ), an essential trait of leaders who can go the distance.

 


What Do Lack of Employee Engagement, Altruism, Volunteerism have in Common?

What Do Lack of Employee Engagement, Altruism, Volunteerism have in Common?

They are all symptoms of the same root cause.

Our behavior is closely connected to our emotional state. Almost every beneficial behavior increases when an individual feels good emotionally and worsens when the individual feels less than positive emotions.

Our chronic emotional state, which is our dominant emotional state, affects how we perceive the world around us. Below our conscious level of awareness, the inputs from our senses are sorted and only some of the information is passed to our conscious mind. Our senses receive so much information the filtering process is necessary. Much of the information is irrelevant. If you continuously felt every place your clothes touch you skin, it would make it difficult to think about other things.

These filters make a lot of decisions before we are even aware the information is available–deciding what to send to the conscious mind and what not to send. One filter is based on how we feel emotionally. There is more than one filter that uses emotion. Your current mood is the basis of one filter. Have you ever noticed that when you’re angry you suddenly remember other things you were angry about in the past that are like the thing you are currently angry about–things you haven’t thought about in a while.

Another filter is based on your chronic emotional state. Your chronic emotional state is simply the emotional state you’re often in. Some people might even consider it their personality–it isn’t, but it can seem that way because our chronic state is based on habits of thought that most people do not change throughout life. We even have archetypes, such as the Drama Queen that represent a chronic emotional state characterized by frustration, irritation, impatience, being overwhelmed and frequent disappointments.

Because of the filtering process, someone who is frequently frustrated will focus on areas of life that are frustrating while ignoring areas that would be easy to appreciate. Likewise, someone who is frequently angry will focus on things that make her angry–even when there is much to appreciate in her environment. Someone who is frequently in a state of appreciation will focus on things he appreciates and be less aware of things that would make him frustrated or angry.

Engagement

Being engaged at work requires interest in and a desire to do the work with a positive attitude. Someone whose filters are continually highlighting less than positive aspects about their job, their performance, their boss, their co-workers, and the company they work for will find it difficult to be engaged at work. Even when the company makes an effort to make sure they provide a good work environment, the employee’s filters continue to primarily highlight the negative more than the positive.

The recent economic downturn shifted a lot of people who were more fearful than usual during the downturn, to a lower chronic emotional state. At that same time, many companies had to ask employees to do more with less. It is not surprising that Gallup is reporting low employee engagement numbers worldwide. In Gallup’s most recent report only 30% of American workers were engaged, 20% were actively disengaged and 50% were not engaged. The annual cost estimated by Gallup for the actively disengaged workers lack of engagement was 450-550 billion dollars.

Better Managers

Gallup’s recommendation include improving management but even a wonderful manager will not be perceived as wonderful by an employee whose filtering system is highlighting the worse–or interpreting the manager’s words and actions in a negative way.

Praise of an employee’s work is easily received by an individual who is in a state of appreciation. Praise the work of an employee who is chronically frustrated and the employee may misinterpret it to mean you’re getting ready to ask for things that are frustration (buttering up instead of honest praise). The manager cannot control this. The emotionally intelligent manager may be more aware of what is happening and able to get through the filters for some frustrated employees some of the time–but it is the hard way of going about it.

Also, managers have the same sorts of brains with their own filtering system. Many of them were affected by the economic downturn.

It is not just the people who were directly affected whose chronic emotional state slid lower. The level of fear rose in many people who never experienced negative economic impacts from the downturn.

Altruism and Volunteerism

Countries with low employee engagement also report low rates of altruism and volunteerism. Researchers have already linked good corporate citizenship, altruistic behavior, volunteerism, and kindness to strangers to positive mood. Researchers have found that when people feel good, they do good. Being kind can also promote a sense of community, which is known to increase engagement.

When someone does something nice for someone else, more kind behavior is inspired by feelings of gratitude.

There is some evidence linking guilt to positive behavior and some charities attempt to guilt donors into giving but this is not recommended because guilt causes stress that is associated with negative health outcomes. Guilt is more about restoring a perceived imbalance -1 + 1 = 0, a zero sum game. Whereas pure altruism adds value to the world.

Intrinsic Motivation

Intrinsic motivation is one of the reasons employee engagement is so beneficial to employers. Positive mood is associated with greater intrinsic motivation.

The Effect of Resilience

We all know that one person can remain engaged even under the most trying of circumstances while others engagement rapidly declines when stressors are present. Resilience is a critical trait in the workforce. Without resilience employees will not function well when something makes them lose their mental-emotional balance. No one can control what happens to them during their life, marriages fail, loved ones die, people become ill and require care or perseverance to get through difficult treatments, business struggle and sometimes our fears about safety, for ourselves, our family and even our country seem eminent. The ability to bounce back and function in the aftermath of such events is crucial.

Every business continuity plan requires employees to be able to act. If the employees are not resilient, some of them will not meet the challenges. Resilience is a skill that can be built in advance–a skill that increases when positivity is increased.

Employee Wellness

Another area that Gallup links to increased engagement is higher levels of employee wellness. That is no surprise to me because wellness goals are far more likely to be achieved in the positively focused individual.

I’ve already outlined the link between chronic stress, positivity, and wellness program outcomes in The Key Ingredient Your Corporate Wellness Program is Missing and a few other articles (links below) so I won’t elaborate on them here. Increasing positivity improves the root cause of wellness. For a full discussion, see my book TRUE Prevention–Optimum Health: Remember Galileo.

The Root Cause

The root cause of engagement, altruism, volunteerism, intrinsic motivation and resilience can be traced directly to chronic emotional stance. With the right skills and tools, improving chronic emotional state is easy. It is a new approach to engagement and wellness. Prepare for results that exceed expectations.

Twenty years of cross disciplinary research has gone into developing and fine tuning our methods. The early adopters will achieve significant advantages over their slower competitors. There is nothing to lose and much to gain. We offer a free consultation to businesses and for individuals, our premier programs come with a money back guarantee. Call today for a better tomorrow.

***

Jeanine Joy is an author, speaker, and CEO focused on improving human thriving. For techniques on defusing stressful thoughts so you can relax and enjoy life more, try one of my books or programs. Also watch for a book focused on optional aspects of aging and not taking those options. It may be late 2015 or 2016 before that one is out but it will address this issue in more detail.

Please consider sharing this information with your network. If you found it valuable, they may also find value in what I have written.

I wish for you many blissings. (Blissings = blissful blessings)

About : Jeanine Joy Jeanine Joy is an inspiring and life-changing author, speaker, and scholar. The purpose of her life is to seek out knowledge that increases human thriving, create explanations and processes that provide practical ways for individuals adopt strategies that enhance their lives. Her programs, books, and speeches empower people to fulfill their dreams and enjoy more loving, happy, and successful lives. Her ultimate goal is to help create a better world for everyone on Earth.

Available Now

Coming in 2015

 


Employee Happiness is not Your Responsibility, But if You Are Smart It Will Be Your Goal

Unless you’re paying attention to the new research, it is likely you still see employee happiness as a personal problem and not really a business issue. The truth is, every goal you have will come faster and easier if you and your employees are happy.

I agree it is not an employer’s job to make employee’s happy. In fact, employers can’t make an employee happy. Happiness is an inside job. If an employee is chronically less than happy, it does not really matter how much an employer tries to make him or her happy, the beneficial results will be temporary at best. At worse, the attempts will be viewed in a negative light.

Employees all want to feel happier. The desire to feel better is universal and the reason we do the things we do. We go to work because being employed feels better than not having income. If we’re lucky, we may go to work because we love our job but even then, doing something you love feels better than not doing it. If we don’t do something we might want to do, maybe have a piece of chocolate cake, we don’t do it because we believe we will feel better not having it than the benefit from having it. But if we’re in a low mood we may opt for the cake because the desire to feel better now is more important than a goal we will be more equipped to handle when we feel better. If we perceive we would feel guilty if we did not visit our parents on Sunday, we will visit our parents on Sunday even when we would prefer to do something else. The personal benefit of not feeling guilty feels better than the pleasure from the preferred activity.

Employee mood affects the decisions they make. Research has shown that employees who are in good moods demonstrate better corporate citizenship than employees in low moods.

So, if you can’t make them happy, what can you do?

You can take advantage of the natural desire to feel better and give them skills they can use to better manage their emotions. Stress reducing, happiness increasing skills provide their own intrinsic motivation because the result of using them is feeling emotionally better.

The benefits of providing skills to increase employee happiness serve a great many corporate goals including increased engagement, increased cognitive ability (lower mood = lower cognitive ability), improved health (immune function is directly affected by low mood), turnover (many people do not realize they take themselves with them and leave seeking greener pastures when they are the reason for their own dissatisfaction), complications of pregnancy (long-term low mood is strongly linked to preterm birth and has adverse planning impacts on employers when employees have to take leave sooner than planned AND when the employee then has to deal with the often long-term health impacts on their baby from preterm birth), higher divorce (while not an employer issue—it usually has an adverse impact on focus and attendance), pregnancy outcomes from a depressed parent result in higher incidents of asthma, sleep and behavior problems, and depression in the child before age 16–all of which can adversely impact work performance, employees may turn to alcohol and drugs to self-medicate for persistent low moods, obesity and diabetes (low mood disrupts digestive function and increases risk of both), the cause of obesity has been modified in the medical field from calories in – calories out = BMI to include stress/mood as a variable that affects BMI, and finally employee relationships and interactions with one another are directly affected (and contagious to some degree) by mood.

From all perspectives, teaching employees skills that increase their resilience, emotional state, and emotional intelligence are beneficial to the employer.

Why skill-based techniques instead of just providing a wonderful environment like Zappos?

A nice environment contributes toward mood, it does not cause it. Someone whose focus is habitually negative will not become positive just because the environment is wonderful. If you’ve ever been on a cruise, you may have noticed that even with one’s every need not only taken care of but catered to, some people remained unhappy and even miserable. Both unhappiness and misery are habits of thought more than anything else. Researchers have found many people living subsistence conditions who were happy—happier than others who were living in luxury.

If you’ve not been on a cruise, read through the reviews on Cruise Critic. You’ll see that some people had a great time when others found all sorts of reasons to maintain their habitual low mood.

Skills that help employees change habits of thought that keep them in lower moods than they could be enjoying provide immediate positive feedback, which increases motivation to use them. Even a brief increase in mood can benefit employers. The increased mood expands the cognitive abilities, which could result in the employee solving a work related problem that had he’d been working on for months—in a matter of minutes. Insights, intuition, and epiphanies increase as mood increases.

Even though immediate rewards are possible, the long term rewards are even better. Using the skills provides immediate positive feedback in the form of improved mood so employees continue using them causing mood to continue improving over time, increasing the chronic emotional state. Like any skill, as expertise develops, the outcome continues to improve with practice.

Stress reducing and happiness increasing skills are superior to dose dependent stress reduction strategies. The reason the dose dependent strategies are dose dependent is they are treating symptoms, not the root cause. The skill based techniques taught by Happiness 1st Institute address the root of the problem, which cures the problem at the root.

 


Empowered Employees Blue Heron Wisdom’s Radio Show

Listen From Around The WorldRadio

Our founder, Jeanine Joy (formerly Broderick), has accepted an invitation to be a guest on Blue Heron Wisdom’s Radio Show.

The show can be heard on WBLQ 1230 in New York, Connecticut and Rhode Island at 4 pm Eastern on November 6, 2012.

You can listen to the recorded show here.

Look for Laura Longley’s program, Blue Heron Wisdom Radio, at 1 pm Pacific/4 pm Eastern (7 am Byron Bay, Australia on Wednesday), 9 pm in London, (2 am Wednesday in India).

Recordings will also be available in the archive.

For a direct live stream or as a backup, you can connect to this link Windows Media Player http://deadby28. net/wblq/main_files/player2. asx 

Winamp/iTunes: http://deadby28. net/wblq/main_files/player2. pls 

Please mark your calendars.

The topic is how happy employees benefit an employer and how employers can increase employee happiness – the best wellness program possible.

Hope you can tune in or listen to the recording.

For more information, check out Jeanine’s upcoming book, Empowered Employees are Engaged Employees.

Engaged Employees 9780692547557.MAIN 0692491945.MAIN Diversity Appreciation main cover