Index
A
Accountability
in coaching, 203, 214, 216, 225
to coconspirators, 228
for psychological safety, 61
Accountability partner, 23, 48, 230
Achor, Shawn
on happiness, 15
on negative news, 181
and Orange Frog program, 4
on social connection, 54
Acknowledging stress, 85–87, 102
Acting how you want to feel, 180–181
Activate Employee Superpowers (strategy 4), 8, 105–134
applying strengths, 124–127
background for, 105–115 (See also Signature strengths)
connecting other strategies and, 49, 77, 104, 134, 167, 226
creating document of strengths, 121–122
for “not engaged” employees, 10
owning strengths with stories and data, 122–124
prioritizing strengths by energy, 119–121
strengths-focused leadership, 127–133
uncovering strengths, 115–118
Activated positive emotions, 1, 6, 7 (See also Engagement)
Actively disengaged, 178–179
Altruism, 32
Always-on manager-coaches, 208, 225
Amabile, Teresa, 139
American Institute of Stress, 80
Anger, 198–199
Anxiety, 199
Aon Hewitt, 33
Appreciation (see Authentic appreciation)
Approach as a Coach (strategy 7), 8, 201–226
background for, 201–209 (See also Coaching)
connecting other strategies and, 49, 77, 134, 200, 226
effective coaching sessions, 214–216
for “not engaged” employees, 10
prerequisites for coaching conversations, 210–214
using coaching conversations, 216–225
Araujo, Fabiana, 186–187
Aristotle, 13
The Art of Connection (Gelb), 69
Asking questions
to create connection, 63–64, 72–73
to determine motivations, 224–225
in mining values, 150–151
ASPIRe tools, 84–96
acknowledging stress, 85–87, 102
inventory of resources, 92–94, 103
purpose found in stress, 89–92, 102
reaching out to help others, 94–96
for team, 101–104
uses of, 96–101
Authentic appreciation, 29–35
defining, 31–32
as engagement driver, 33–34
as happiness driver, 32–33
reasons for not giving, 34–35
when implementing strategies, 231–232
(See also Hardwire Authentic Appreciation [strategy 1])
Authentic Happiness (Seligman), 14
Authenticity, 20
in coaching, 210
in creating connections, 57–59, 61, 69, 76
in leadership, 194–195
and negative emotions, 171
in recognizing others (see Authentic appreciation)
in sharing your struggles, 192–193
of values, 149
Autonomy, 204, 211, 222–224, 228
B
Behavioral stress, 86
Belief(s), 137
about actions and feelings, 180
about meaning at work, 140–142
about worthiness, 193
in employees’ potential, 220–222
and stress response, 82, 88–89
values driving, 159
“The Benefits of Frequent Positive Affect” (Lyubomirsky, King, and Diener), 13–14
Ben-Shahar, Tal, 15
Berg, Justin, 222
Bernstein, Leonard, 84
Big Potential (Achor), 54
Bigger picture, connecting activities to, 43
“Bigger-than-self” goals, 91
Biswas-Diener, Robert, 170–171, 197–199
Boyatzis, Richard, 204
Broadcasting Happiness (Gielan), 31, 66
Brooks, Alison Wood, 89
Burning Man, 105–106
Buzz, 46
C
Cain, Susan, 67–68
Carnegie, Dale, 63
Carroll, Pete, 216
Cemex, 4
Challenge response, 81–85, 89, 91, 101
Challenges
acknowledging, 38
preparing for, 26–27
Changing the script, 179–181
Character Strengths and Virtues (Seligman), 107n
Christakis, Nicholas, 64
Cicero Group, 33
Clarifying values, 157–159
CliftonStrengths®, 107–110, 116, 118, 120
Coaching, 201–209
defining manager-coaching, 202–205
as engagement driver, 206–207
as happiness driver, 205–206
managers’ reasons for resisting, 207–209
(See also Approach as a Coach [strategy 7])
Coconspirators, for strategy implementation, 227–230
Coffee breaks, 75
Collective goals, 52
Collective wins, praising, 42–43
Comparison praising, 42
Connection (see Cultivate Connection [strategy 2])
Connector-manager style, 208, 225
Core values
of employees, learning about, 220
happiness and engagement as, 10
and meaning, 162–164
reflecting on, 159
sharing, 160
(See also Values-Meaning)
COVID-19 pandemic, 29–30, 65, 186–187, 223
Crocker, Jennifer, 91
Cultivate Connection (strategy 2), 8, 51–77
among team members, 70–76
background for, 51–57 (See also Social connection)
building blocks of connection, 57–65
connecting other strategies and, 49, 77, 104, 134, 167, 200, 226
with individual team members, 66–70
for “not engaged” employees, 10
Culture
of authentic appreciation, 36–49
changing, 15–16
of Genesee Intermediate School District, 30
toxic, 20
Curious conversations, 61, 196
Customers, stories from, 145–147
D
Daily values review, 165
Data
to evaluate success, 233
in owning signature strengths, 122–124
David, Susan, 172
Deci, Edward, 222
Decoy strengths, 111, 114, 119
Defining values, 155–157
Delivering appreciation, 40–44
Deloitte Consulting, 12–13, 33, 210
Development, conversations about, 205
Development goals, 126–127
Directive management, 203–204, 209
Distress tolerance, 170–171
Documenting strengths, 121–122
Dominant influence style, 211
Drive (Pink), 207
E
Emails
of daily appreciation, 44
preceding coaching sessions, 214–215
Embrace the Negative (strategy 6), 8, 169–200
background for, 169–178 (See also Negative emotions)
connecting other strategies and, 200, 226
for employees activated by negative emotions, 11
harnessing power of negative emotions, 198–199
necessary negative emotions, 186–194
reducing gratuitous negative emotions, 178–186
on teams, 194–199
Emotional agility, 172, 174, 194–199
Emotional leakage, 188
Emotional stress, 86
Emotions, 1–2, 26, 174 (See also Negative emotions; Positive emotions)
Employee superpowers (see Activate Employee Superpowers [strategy 4])
Energy
to activate activities, 23, 54–55
and strengths, 107, 111, 119–121
from stress response, 96–97
Engagement, 1–2
authentic appreciation as driver of, 33–34
coaching as driver of, 206–207
defined, 1
employee superpowers as driver of, 112–113
expectations for, 19
failure of efforts for, 5–8
and gratuitous negative emotions, 178–179
happiness for, 4–6
happiness versus, 2
individualized approaches to, 204–205
integrated into daily work, 7–8
integrating happiness and (see Integrating happiness and engagement)
meaning as driver of, 139–140
and necessary negative emotions, 188–189
and performance reviews, 204
personal benefit in, 5–6
and positive emotions, 6–7
and self-care, 230
social connection as driver of, 54–56
and stress, 82–84
target groups for, 10–11
at work, back story for, 12–13
E.On, 46
Eudaimonic happiness, 3
Eustress, 84
Events, for connection, 76
Exercises, 9
Expressive writing, 190–191
Extrinsic values, 154–155
F
Facebook, 7
Feedback
about strengths, 118
in coaching, 204, 208, 212, 221–222
positive to constructive ratio for, 212
of recognition or praise, 31, 39, 48–49
“Feedback sandwich,” 221–222
Five-Minute Favors, 73–74
Four Seasons, 145
Fowler, James, 64
Frankl, Viktor, 138, 172–173, 173n
Fredrickson, Barbara, 14, 62, 172n
Free-writing, 91, 122, 125, 150
G
Gable, Shelly, 64
Gallup Organization, 12, 33, 112
Gelb, Michael, 69
Genentech, 142
Genesee Intermediate School District, 5, 29–30
Genesis Health System, 5
Gilbert, Daniel, 185
Give and Take (Grant), 65, 70, 74, 211
Globoforce (now WorkHuman), 46
Goals
“bigger-than-self,” 91
collective, 52
development, 126–127
of employees, learning about, 218–219
manager-coaching for, 203
in uncovering strengths, 115–116
“The good life,” 13
GoodThink, 15
Gottman, John, 61
Grant, Adam
on anger, 199
on feedback sandwich, 221
on giving and generosity, 45–46, 65, 70, 74
on prestige influence style, 211
Gratitude, 22, 36–37, 58 (See also Authentic appreciation)
Gratitude board, 47
Gratitude icons, 47
Gratuitous negative emotions, 172
necessary negative emotions versus, 171–173, 175–176
reducing, 178–186
Guilt, 199
H
Habit(s)
for caring capacity, 58
developing, 8–9
of gratitude, 37
for hardwiring happiness, 21–24
for negative emotions check-in, 174–175
for stress check-in, 87
Hagel, Lisa, 29–30
Hanson, Rick, 171
Happiness
authentic appreciation as driver of, 32–33
coaching as driver of, 205–206
definitions of, 2–4
employee superpowers as driver of, 111–112
for engagement and performance, 4–6
engagement versus, 2
expectations for, 18–19
focus on wrong kinds of, 6–7
and gratuitous negative emotions, 178
integrating engagement and (see Integrating happiness and engagement)
and meaning, 138–139
and necessary negative emotions, 187–188
and self-care, 230
social connection as driver of, 52–53
and stress, 82–84
when basic needs are met, 20
The Happiness Advantage (Achor), 4, 15
The Happiness Project (Rubin), 180
“The Happy Secret to Better Work” (Achor), 15
Hardwire Authentic Appreciation (strategy 1), 8, 29–49
background for, 29–35 (See also Authentic appreciation)
connecting other strategies and, 49, 77, 134, 167, 226
creating culture to, 36–49
daily appreciation emails, 44
delivering authentic appreciation, 40–44
finding what to appreciate, 36–40
getting team on board with, 45–49
for “not engaged” employees, 10
Harter, James, 12
Harvard Business Review, 54
Hayes, Theodore, 12
Health, 53, 80, 81, 88, 103–104
Healthline, 80
Hedonic happiness, 3
Heintzelman, S. J., 167
Helping others, 64–65, 70, 94–96, 103
The How of Happiness (Lyubormirsky), 14
Huffington, Ariana, 181
I
Ibarra, Herminia, 213
Implementation team, 233
Implementing strategies, 227–234
challenges with, 26–27
finding coconspirators for, 227–228
focus on one strategy at a time, 228–229
in the larger organization, 232–234
planting/tending seeds for, 229–230
self-care practices when, 230–231
3Rs for, 231–232
virtuous cycles in, 25–26
Instant Influence (Pantalon), 224
Integrating happiness and engagement, 17–28
addressing fundamentals for, 20
challenges with, 26–27
Integrating happiness and engagement, (cont’d)
establishing habits for, 21–24
setting expectations for, 18–20
trying out tools for, 24–25
virtuous cycles for, 25–26
International Thought Leader Network (ITLN), 4–5
Intrinsic motivation, 2, 107, 119, 131, 224–225
Intrinsic values, 154
Introverts, 56
Inventory of resources, 92–94, 103
ITLN (International Thought Leader Network), 4–5
J
JetBlue, 46
Job crafting, 222–224
K
Kashdan, Todd, 170–171, 197–199
Kindness, 32
King, L. A., 167
King, Laura, 14
Knowles, Beyoncé, 84
L
Laughter, 75–76
Leadership
with emotional agility, 194–199
in implementing strategies, 232–234
social connection by managers, 55
strengths-focused, 127–133
Lieberman, Charlotte, 179
LinkedIn, 88
Longfellow, Henry Wadsworth, 172
Lunches, team, 74–75
Lyubomirsky, Sonja, 14
M
“Make Stress Your Friend” (McGonigal), 81
Manager-coaching, 202–205, 207–209 (See also Approach as a Coach [strategy 7])
Marginalized groups, 26–27
Maslow, Abraham, 138
McQuaid, Michelle, 61–62
Meaning, 135–141
changing, 182
defining, 136–139
as engagement driver, 139–140
and happiness, 138–139
why employees don’t tap into, 140–141
(See also Mine for Meaning [strategy 5])
Meaning threads, 147
Measurement, 24
Meditation, 58–60, 176–178, 192
Micromoments of connection, 62–64
Mindfulness, 177–178, 182, 191
Mindfulness meditation, 176–178
Mindset, stress response and, 87–89, 92, 101–102
Mine for Meaning (strategy 5), 8, 135–167
background for, 135–141 (See also Meaning)
connecting other strategies and, 104, 167, 200, 226
for “not engaged” employees, 10
Purpose-Meaning at work, 142–147
Values-Meaning at work, 147–166 (See also Values-Meaning)
workplace pathways to, 141–142
MIT students, 88–89
Moldenhauer-Salazar, Jay, 70
Motivation(s)
for action, 19–20
and appreciation, 33, 42, 46, 47
and connection, 55, 57–58, 64, 74
and core values, 148–149
with directive management, 204
emotions as, 6, 7, 173, 189, 198–199
intrinsic, 2, 107, 119, 131, 224–225
and meaning, 139–141, 146, 159, 166
Self-Determination Theory, 222
from signature strengths, 107
when implementing strategies, 228, 231
Murthy, Vivek, 53
My Potential Values List, 151–155, 158–159
“My Strengths” document, 121–122
N
Necessary negative emotions, 171
embracing, 186–194
gratuitous negative emotions versus, 171–173, 175–176
Negative cycles, preventing, 181–182
Negative emotions, 169–178
coaching to decrease, 205–206
defining, 170–171
employees activated by, 10–11
necessary versus gratuitous, 171–173
as part of being human, 18
value of, 3–4
working with, 173–178
(See also Embrace the Negative [strategy 6])
Negativity bias, 34, 60–61, 86, 92–93, 197
O
Ochsner Health Systems, 67
One-on-one habits, 21
One-on-one meetings
connection during, 67–70
to learn team members’ strengths, 128–130
manager-coaching during, 202–205 (See also Manager-coaching)
sharing difficult issues in, 196–197
Orange Frog program, 4–5, 15, 41, 185
Organization
implementing strategies in, 232–234
tying personal values to those of, 163–164
Owning signature strengths, 114, 122–124
Owning values, 157–159
Oxytocin, 53
P
PANAS (positive and negative affect schedule), 24
Pantalon, Michael, 224
Pecha Kucha, 73
Peer-to-peer recognition, 45–49
Performance
and focus on strengths, 113
happiness for, 4–6
and managers’ coaching styles, 208
and social connection, 54–55
and training in strengths, 131–132
Performance reviews, 204
Personal habits, 21
Peterson, Christopher, 158
Phones, 63
Physiological stress, 86
Play, 75–76
Positive and negative affect schedule (PANAS), 24
Positive emotions
with appreciation, 32–33
balancing negative emotions and, 197–198
and engagement, 7
equated with “fun,” 16
happiness as shorthand for, 3
Positive emotions (cont’d)
with meditation, 60
planting seeds for, 18–19
and self-care, 230
short experiences of, 3
and signature strengths, 111–112
(See also Happiness)
Positive interactions, 64
Positivity (Fredrickson), 14
Posttraumatic growth, 189
Praise (see Authentic appreciation)
Presence, conveying, 63
Prestige influence style, 211
Prioritizing values (see Values prioritization process)
Productivity
and asking questions, 74
and happiness, 13–16
and inauthenticity, 27
and performance reviews, 204
and social connection, 55, 57, 66
and stress, 80
Project Oxygen, 206
Psychological safety, 57, 60–62, 69–70
Purpose, found in stress, 89–92, 102
Purpose-Meaning, 136–137, 141–147
Put Stress to Work (strategy 3), 8, 79–104
background for, 79–96 (See also Stress)
channeling stress, 84–96 (See also ASPIRe tools)
connecting other strategies and, 104, 134, 226
for employees activated by stress, 11
extending ASPIRe to teams, 101–104
using ASPIRe tools at work, 96–101
Q
Quiet (Cain), 68
R
Recognition, 231–232 (See also Authentic appreciation)
Recognition walk-arounds, 44
Reflected Best Self Exercise, 117–118
Reinforcement, in implementing strategies, 231
Resource(s)
acting as a, 212–214
connecting employees to, 225
Respectful disagreement, 198
Rethink Stress, 89
Richards-Ross, Sanya, 84
Role modeling, 231
Rubin, Gretchen, 179–181
Rumination, 182–183
Ryan, Richard, 222
S
Schmidt, Frank, 12
SDT (Self-Determination Theory), 222
Self-care practices, 187, 210, 230–231
Self-compassion, 191–193
Self-Determination Theory (SDT), 222
Self-direction, 207
Self-efficacy, 205
Self-esteem, 191–192
Self-kindness, 191
Seligman, Martin
on happiness at work, 14
on meaning, 136–137
on signature strengths, 107n
on social connection, 53
on studying what is right, 13
and values in action, 158
Shame, 192–193
Show-and-tell, 73
Signature strengths, 105–115
defining, 107–111
of employees, learning about, 220
as engagement driver, 112–113
as happiness driver, 111–112
reasons for not tapping, 113–115
(See also Activate Employee Superpowers [strategy 4])
Sinek, Simon, 60
Smiling, 67
Social connection, 51–57
among team members, 55–56, 210
building blocks of, 57–65
defining, 52
as engagement driver, 54–56
as happiness driver, 52–53
importance of, 52
with individual team members, 55
reasons for not valuing, 56–57
(See also Cultivate Connection [strategy 2])
Social spots, in office, 75
Starr Conspiracy, 13
Stories, 39–40, 122–124, 144–147
Strategies for change, 8–10
implementing (see Implementing strategies)
virtuous cycles among, 25–26
(See also individual strategies)
Strengths
signature (see Signature strengths)
visible versus latent, 123
Strengths assessments, 107–110, 116–117, 162–163
StrengthsFinders 2.0, 116
Strengths-focused leadership, 127–133
Strengths Profile, 116
Stress, 79–96
ASPIRe tools for channeling, 84–96 (See also ASPIRe tools)
defining, 80–81
employees activated by, 10–11
happiness and engagement affected by, 82–84
(See also Put Stress to Work [strategy 3])
Stress paradox, 90
Superpowers (see Activate Employee Superpowers [strategy 4])
The Surprising Truth About What Motivates Us (Pink), 223
T
Target groups of employees, 10–11
Taylor, Shelley, 95
Team(s)
and authentic appreciation, 45–49
autonomy on, 223
connection with and among (see Social connection)
extending ASPIRe to, 101–104
habits and exercises for, 9
implementation team, 233
in implementing strategies, 227–231
primary target groups in, 10–11
Purpose-Meaning for, 143–147
strengths exercises for, 115, 118, 120–121, 125–133
success of, 54
unique approaches for, 24–25
values applications by, 162
values prioritization process for, 159–161
working with negative emotions of, 173, 194–199
Team habits, 21
Team lunches, 74–75
Team meetings, 71–74
“The 10/15 Way,” 67
Tend-and-befriend response, 95–96
Testing values, 157–159
“Thank you,” saying, 40
Threat response, 81–84, 86–89, 97, 103–104
3Rs for implementing strategies, 231–232
T-Mobile, 74–75
Towers Watson, 33
Training and development plan, 126
21-day strengths challenge, 125–126
21-day values challenge, 165
U
Ulrich, David, 138
The Upside of Stress (McGonigal), 81, 95
The Upside of Your Dark Side (Kashdan and Biswas-Diener), 170–171, 197–198
V
Vaillant, George, 53
Values (see Core values)
Values in Action (VIA) Character Strengths assessment, 116, 158
Values prioritization process, 147–161
consolidating/prioritizing values list, 151–155
defining values, 155–157
mining life for values, 150–151
for teams, 159–161
testing/owning/clarifying values, 157–159
as a path, 141–142
utilizing values at work, 161–166
and values prioritization, 147–161
VIA (Values in Action) Character Strengths assessment, 116
Virtuous cycle(s)
in applying strengths, 124
and authentic appreciation, 1
between giving and connection, 64–65
in implementing strategies, 25–26, 228
of meaning, 163
and psychological safety, 60
Visibility
for connection, 66–67
of strengths, 117–118
when implementing strategies, 232
Vision, 20
Voices in your head, challenging, 182–186
Vulnerability, 194–195
W
Waldinger, Robert, 53
Weaknesses, 114–115, 118, 123–124, 131
Weekend-update coffee breaks, 75
West Point, 155
“Why Good Leaders Make You Feel Safe” (Sinek), 60
The Why of Work (Ulrich), 138
Worry, 199
Z
Zaki, Jamil, 32