When happy workers become complacent, work suffers. Simultaneously, demotivated workers are a substantial threat to business viability. A blueprint of empowerment exists.

Not long ago, many C-Suite leaders displayed skepticism when advised that ‘happy workers are productive workers.” To a limited extent, this skepticism served them well. As a lifelong cheerleader for each the entrepreneurial business and the individual human spirit, I propose a different lens upon this much needed leadership perspective.

Per definition, motivation is a reason for behavior. The most widely accepted longstanding theories, such as Maslow and ERG, force us to question if “happy” is in fact the absence of motivation. If “happy” equates to Maslow’s self-actualization stage, why would happy workers be motivated to excel? Furthermore, while unique human motivators are absolutely critical to address and serve, is “happy” an effective measurement and business criterion?

Decades of studies have validated the pragmatic human capital approach to talent management, yet certain extremists are still peddling a “puppies and sunshine” approach to business. Since we agree “It’s OK to not be OK,” let’s not establish expectations improbable to maintain. We all deserve better. While “happy” workers are not necessarily a meaningful target, and are certainly not a lawful target, let’s explore a more prudent target with more meaningful label.

Is “Happy” a Meaningful Criteria?

No astute business leader will ignore today’s five to seven-figure risk of incorporating terms like “happy” and “attitude” into performance criteria. Affective mood disorders are specifically protected by the EEOC, especially via the Americans with Disabilities Act and its subsequent amendments. Therefore, evaluating happiness can be discriminatory per both statutory and case law. All performance appraisal toolsets that previously carried this language are no longer safe to deploy and require recrafting. With expert guidance, updated terminology equally protective of workplace outcomes is available. The necessary changes can be simple but important.

Highbrow thinkers often characterize “happy” in the same realm of “utopia,” where “happy” exists as a non-sustainable target rather than a constant state of being. “Happy” takes on many meanings. That being true, optimum productivity exists in the individual who can achieve fleeting happiness in the workplace and finds that work excellence is the path to attainment. That worker, in the proper performance management system, then repeatedly pursues the fleeting sense of “happy” through positive work behaviors, well-aligned with the organization’s goals. This assumes the worker is at socio-economic level beyond basic safety and security needs. An employee whose food and shelter are threatened may throw “happy” out the window quickly for extra money or job security.

Today’s expert business leader recognizes that motivation cannot happen without hope and incentive. Demotivation occurs when employees are not properly rewarded for positive performance. An employee who exceeds expectations may not repeat the excellence if behavioral reinforcement is absent. Rewards, however, must be commensurate with the performance. Both extrinsic and intrinsic rewards collaborate together in a well-aligned system, refraining from impinging upon the other’s efficacy. A bonus for only adequate performance, for example, strips intrinsic motivation and creates a derailing reward system. A bonus for no performance, as today’s government often promotes, most certainly strips motivation and threatens productivity.

A Relaxed Mind is a Productive Mind.

More meaningful than the elusive “happy” is cognitive health. Productivity and creative problem solving are increased when negative noise is averted. The noise of fear, anxiety and negative emotion shut down the capabilities of most, while a few might benefit from a brief adrenaline rush through sympathetic nervous system response before crashing. Where a team member believes he or she can succeed and shall receive betterment as a result, and where the negative noise is quiet, the team member is exponentially more likely to demonstrate positive work behavior.

Quality of work life deliverables which facilitate problem solving are frequently deployed by companies who depend upon invention and creativity. Work campuses and work days designed to unlock mental energy flourish. Wellness is a powerful human asset which translates into positive corporate output.

And the Answer Is…

The discussion of “happy” workers is not only off-the-mark for many business pragmatists but also lacks legal risk management and, quite frankly, lacks tangible meaning. The real discussion is about workplace productivity as defined by motivation, environment and leadership. Again, motivation is a reason, and complacency will not do. Failure to deliver proper incentive will also not do, and the correction can be simplified. We advocate and deliver lifelong learning for leaders, accompanied by proper crafting and delivery of performance management systems. New leaders do not instinctively know how to lead and require solid formal training, often in a kinesthetic learning environment. In any talent-intensive organization, getting the right people doing the right things is the heartbeat of success. Keeping talent management at C-level authority is critical as these solutions start at and must be reinforced by top authorities.

What’s Changed Recently…

I published this original article more than 5 years ago, and since then the discussion of happy workers and the talent gap has exploded and taken on additional nuances. “Quiet quitting” and “quiet firing” are somewhat loud conversations now to which there are legal ramifications unknown to most, for which we share solutions. It has always been true that strong culture, leadership, alignment and operations are key to attracting, retaining and engaging talent. We’ve been soapboxing that for many moons. What’s also in play is the current structure of incentives to work being demolished for some by the incentives to not work.

No employer needs to hire everyone, and nimble remains an exceptional strategy. The key remains to attract, retain and engage the right people in the right roles with the right resources. Those high in achievement need will gravitate toward achievement and the feedback of being on the right path. This lifelong learner attests that work ethic still matters and can be the key to serving family, self and community.

Copyright ©2017, 2022 by Jessica L Ollenburg. All rights reserved. Also published by IBAW at November 22 (ibaw.com)