Happyshifting: is it possible to drive it out of leadership?

The perspective on how people want to live is changing, and it seems to me that one of the aspects where there is great success is in priority to well-being.

It is no longer just a question of generating a financial profit, but of truly integrating a series of elements that make well-being an integral condition.

Expectations on these issues are high, that is, people are not content to just be well, but to achieve higher standards that even promote their happiness. The challenge begins with determination whether happiness is something that can be obtained from similar experiences for all or whether it is a very personal state where everyone must work on their reality to reach this condition.

    What is happyshifting?

    According to Daniel Lyons and Montse Ventosa, who created the concept of “happyshifting”, it is possible normalize the conditions that help make people happier, especially in the workplace. The proposal promotes balance as the basis of the relationship between employees, between personal and professional life and the integration of everyone in the company as a fundamental element of productivity and innovation.

    An important paradigm shift is related to competitiveness, which should aim to eliminate negative competition and rather promote solidarity. It’s about understanding what true collaboration is and the true meaning of teamwork. With this, the competition that disqualifies disappears and replaces it with the idea that “you only win if we reach the goal as a team”.

    Creating a space that promotes happiness, in my experience, starts with the definition of a business purpose. If the company is able to clearly and simply define its purpose, the sense of collaboration and contribution of value between employees will begin its transformation, because it will be clear to each member how they want to contribute to the achievement of this objective based on his professional experience. Region.

    The second relevant aspect concerns leadership. How can the company change the egos of its leaders for real piloting, a leadership based on coaching that generates horizontal structures of participation, rather than hierarchical structures of ego and negative competitiveness?

    One way to solve this problem is to change the way we recognize performance. The company must reward work processes, instead of only seeing the result. You have to measure the impact on team members and the performance achieved. And recognize only teams, not individuals. To do this, it must adopt new work and staff management schemes and find new staff promotion processes.

    The model requires the commitment of the company and also of the employee.

      The creation of new workspaces

      The company must offer physical spaces and working conditions that contribute to the well-being of the employee. These spaces must be prepared for reflection, the free and respectful exchange of diverse ideasactive rest (which helps clear the mind to open up to greater inspiration) and creative horizontal collaboration.

      Physical spaces should be accompanied by openness and support for freedom of work styles. here leadership training is essential, because if their attitude is contradictory, the functional strategy will be inhibited. And a key part of the strategy’s success is building confident leaders. If this condition is not met, the fears of managers will generate uncertainty and a reduction in the freedom of employees to profit from the investment in conditioned spaces.

      The employee must take responsibility on what happens in the job and to stay in a constant personal and professional development. He must also make good use of the spaces, making sure to make the most of them and encouraging their creative and constructive participation to boost the competitiveness of the team and, consequently, of the company.

      The strategy will only be successful if adopted as a culture shift, where everyone in the business decides to be agents of transformation or happy shifters.

        The characteristics of the happyshifter

        Be a happyshifteror a person committed to this idea of ​​change, here are some features you can adopt:

        • Get to know yourself well and design your life taking into account your personal and professional balance and providing enough detail to know what is a priority for you. This way, you will be able to identify the most suitable team for you and join the collaboration with the sufficient compatibility of values ​​and preferences.
        • Assess if you have an entrepreneurial personality, high quality standards in your contributions to a team, and if you are someone with a positive outlook on the world.
        • Find out if you are capable of reinventing the future and find a way to make your proposal a reality.
        • Check if you are ready to take responsibility for your life and the results you achieve without blaming others and pushing your own path to success.
        • Identify if your thinking leads you to continuous improvement and overcoming personal challenges.

        If so, you have the characteristics to fit into the happyshifting culture. And if you don’t meet these requirements and you like this culture, don’t worry, remember that skills can be trained. And for that you can turn to your coach, psychologist or life counselor. The tools they will share with you will help you achieve the high performance you want for your life.

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