Happy Workplace Quotes

Ninety percent of the people are not happy with their jobs. The remaining ten percent don’t deserve their jobs in the first place.

Start your work from where you live, with the small concrete needs right around you. Help ease tension in your workplace. Help feed the person right in front of you. Personalism holds that we each have a deep personal obligation to live simply, to look after the needs of our brothers and sisters, and to share in the happiness and misery they are suffering.

Logically, you should go to school, get good grades, go to college, get a good degree, go into the workplace, then work hard and be happy. The only problem is that happiness isn't logical.

You can't accommodate a hundred different opinions, and you can't ignore them. All you can do is provide people with the illusion that they participated in the decision. For some reason, that's enough to make people happy." This is the basis for all democracies.

The secret to happy workplaces isn’t spending more money. It’s about creating the conditions that allow employees to do their best work.

Hi. I'm here to enlist. You can't. You aren't human. You see, little fella, we don't do sociological stuff like "interspeciated workplaces." We're a crack company of space mercenaries. We do "hurting people" and "breaking things." Sounds like my kind of fun. -Schlock & Lieutenant Der Trihs

It takes numerous encounters with positive people to offset the energy and happiness sapped by a single episode with one asshole.

Studies indicate that happy employees are more productive, more creative, and provide better client service. They’re less likely to quit or call in sick. What’s more, they act as brand ambassadors outside the office, spreading positive impressions of their company and attracting star performers to their team.

Most economists are accustomed to treating companies as idyllic places where everyone is devoted to a common goal: making as much money as possible. In the real world, that’s not how things work at all. Companies aren’t big happy families where everyone plays together nicely. Rather, most workplaces are made up of fiefdoms where executives compete for power and credit, often in hidden skirmishes that make their own performances appear superior and their rivals’ seem worse. Divisions compete for resources and sabotage each other to steal glory. Bosses pit their subordinates against one another so that no one can mount a coup. Companies aren’t families. They’re battlefields in a civil war. Yet despite this capacity for internecine warfare, most companies roll along relatively peacefully, year after year, because they have routines – habits – that create truces that allow everyone to set aside their rivalries long enough to get a day’s work done.

There is no greater predictor of human well-being than the amount of social time we spend with one another.

Poetic Terrorism WEIRD DANCING IN ALL-NIGHT computer-banking lobbies. Unauthorized pyrotechnic displays. Land-art, earth-works as bizarre alien artifacts strewn in State Parks. Burglarize houses but instead of stealing, leave Poetic-Terrorist objects. Kidnap someone & make them happy. Pick someone at random & convince them they're the heir to an enormous, useless & amazing fortune--say 5000 square miles of Antarctica, or an aging circus elephant, or an orphanage in Bombay, or a collection of alchemical mss. ... Bolt up brass commemorative plaques in places (public or private) where you have experienced a revelation or had a particularly fulfilling sexual experience, etc. Go naked for a sign. Organize a strike in your school or workplace on the grounds that it does not satisfy your need for indolence & spiritual beauty. Graffiti-art loaned some grace to ugly subways & rigid public monuments--PT-art can also be created for public places: poems scrawled in courthouse lavatories, small fetishes abandoned in parks & restaurants, Xerox-art under windshield-wipers of parked cars, Big Character Slogans pasted on playground walls, anonymous letters mailed to random or chosen recipients (mail fraud), pirate radio transmissions, wet cement... The audience reaction or aesthetic-shock produced by PT ought to be at least as strong as the emotion of terror-- powerful disgust, sexual arousal, superstitious awe, sudden intuitive breakthrough, dada-esque angst--no matter whether the PT is aimed at one person or many, no matter whether it is "signed" or anonymous, if it does not change someone's life (aside from the artist) it fails. PT is an act in a Theater of Cruelty which has no stage, no rows of seats, no tickets & no walls. In order to work at all, PT must categorically be divorced from all conventional structures for art consumption (galleries, publications, media). Even the guerilla Situationist tactics of street theater are perhaps too well known & expected now. An exquisite seduction carried out not only in the cause of mutual satisfaction but also as a conscious act in a deliberately beautiful life--may be the ultimate PT. The PTerrorist behaves like a confidence-trickster whose aim is not money but CHANGE. Don't do PT for other artists, do it for people who will not realize (at least for a few moments) that what you have done is art. Avoid recognizable art-categories, avoid politics, don't stick around to argue, don't be sentimental; be ruthless, take risks, vandalize only what must be defaced, do something children will remember all their lives--but don't be spontaneous unless the PT Muse has possessed you. Dress up. Leave a false name. Be legendary. The best PT is against the law, but don't get caught. Art as crime; crime as art.

We need to be happy in order to be productive. We need to push the boundaries of the workplace and allow adults to tap into their inner child in order to maximize success and innovation.

DENIAL OF EMOTIONS Our culture does not handle emotions well. We like folks to be happy and fine. We learn rituals of acting happy and fine at an early age. I can remember many times telling people "I'm fine" when I felt like the world was caving in on me. I often think of Senator Muskie who cried on the campaign trail when running for president. From that moment on he was history. We don't want a president who has emotions. We would rather have one that can act! Emotions are certainly not acceptable in the workplace. True expression of any emotions that are not "positive" are met with disdain.

The workshop is a fresh approach that helps employees increase their productivity while improving their happiness and attitude in the workplace. As you might guess, The Miracle Morning  workshop is appropriately done in the morning, usually before the actual conference begins.

A Consciously Conscious Revolutionary Workplace mindset, is People Firsts, to ensure that it's not a prostitute of our children's future.

In a Consciously Conscious Revolutionary Workplace, people are promoted based upon skillset, AND more importantly MINDSET

Managers who don't allow office gossips and politics understand how to promote happiness in the workplace.

And all of the self-awareness in the world can quickly go to waste if you fail to keep learning about what the world needs from you and how you can best serve others.

The beauty of a high quality connection approach is that you don’t have to overhaul the culture at your workplace to create meaning. Anyone, in any position, can change how they feel, and how their coworkers feel, simply by fostering small moments of connection. The results would be transformative. Dutton has found that high quality connections can revitalize employees emotionally and physically, and help organizations function better.

Instead of the sterile language of resumes, we need a language for contributions that captures the humanity of what we do—that expresses how we draw on our human talents to make contributions to people, not just to companies.

What Is Trust? There are many different models and definitions of trust in the published literature. However, the focus of this book is to learn to build and maintain trust in the workplace. For this purpose, trust is defined as choosing to risk making something you value vulnerable to another person’s actions. When you trust someone, what you make vulnerable can range from concrete things such as money, a job, a promotion, or a particular goal, to less tangible things like a belief you hold, a cherished way of doing things, your “good name,” or even your sense of happiness and well being. Whatever you choose to make vulnerable to the other’s actions, you do so because you believe their actions will support it or, at the very least, will not harm it. Some people tend to extend trust to others easily and with little or no evidence it is warranted. They only withdraw their trust it if is betrayed. Others believe that people must earn their trust by demonstrating trustworthiness. Whether you tend to extend trust more or less easily, you do so by assessing the probability that the other person will support or harm what you value in the future. In this sense choosing to trust or distrust is a risk assessment.

As you become aware of life, you will begin to see the root cause to all your actions and reactions. Then you will realize that you are not angry with the child because he made a mistake, but because you get pleasure out of being angry. The mistake was only a excuse.

Balance is the first pillar of happiness in the workplace, because without it, it’s hard to do a good job or enjoy our work. Without some breathing space in the face of constant demands, we won’t be creative, competent, or cheerful. We won’t get along well with others, take criticism without imploding, or control the level of our daily stress. Just as a solid building needs a foundation both level and strong, mindful balance provides the essential foundation we need if we want to weather the stresses of work and find a way to flourish.

Overall, on average, happier people earn more money, get higher performance ratings, make better decisions, negotiate sweeter deals, and contribute more to their organizations. Happiness alone accounts for about 10 percent of the variation between employees and job performance.

An excerpt from “Recess Theory,” by Axelrod MacMurray: We need to be happy in order to be productive. We need to push the boundaries of the workplace and allow adults to tap into their inner child in order to maximize success and innovation. It is important for the adult employee to be given time to be social in an unstructured and creative way during the work day and it is incumbent upon managers to foster this. The focus of the play should not have a goal. Used properly in the workplace, an hour of playtime will ultimately increase your output exponentially.

Like gratitude, authentic appreciation in the workplace is a realisation that can be nurtured and accessed with daily mindful practice. By and large, people who are grateful, happy and enthusiastic are going to demonstrate better performance than those who are unhappy and unappreciative. There is increasing evidence that a grateful mindset amplifies happiness and mental and emotional wellbeing.

Seriously: Do you want to spend your working life simply being satisfied? When you look back on 50 years spent in business, do you want to be able to say, “Well, I was satisfied"?? No! Make happiness your goal. As in, “Let’s make this a workplace where people are happy to work." As in, “I’ve been working for 50 years now, and it absolutely rocks! To me work is challenging, stimulating and just plain fun.

Another study on smiles found that seeing a friend’s happy face has a greater impact on our moods then receiving a five-thousand-dollar raise. Did you know your smile is worth that much? After I read the results of that study I went around the church office smiling at the staff. “There’s your raise,” I said. “And there’s your raise, and there’s your raise.” Can you believe they told me they preferred cash? Even so, smilers are work-place winners.

The women who fought those fights were not the ones who got the rewards. People like me, who came right behind them, got the good jobs and promotions. I know many of the heroines of those battles and they aren’t bitter. They’re still very ticked off at their former employers, but they’re very happy and proud of the women who came after and got the opportunities that rightfully should have been theirs. To me that’s the definition of a great heart.

That’s why it’s crucial for us to learn to suffer well. Those who manage to grow through adversity do so by leaning on the pillars of meaning—and afterward, those pillars are even stronger in their lives. Some go even further. Having witnessed the power of belonging, purpose, storytelling, and transcendence in their own lives, they’re working to bring these wellsprings of meaning into their schools, workplaces, and neighborhoods—and, ultimately, they’re hoping to make a change in our society at large. It is to these cultures of meaning that we now turn.

The time to be asking tough questions about whether you can make your current job into a sustainable worklife is as early as possible. Start with a very basic question: Who can, does, or will eventually benefit from my efforts? See if you can answer with the names of actual people, not abstract groups. ... A commonality I have observed, across professions, is that your contributions come into clearest view as you get closer to the beneficiaries of your work. The more you can learn about a person who directly benefits from your time and effort, the more motivation you will have to improve that person's life in the future.

Until relatively recently, most scientific attempts to know or manipulate how someone else was feeling occurred within formally identifiable institutions, such as psychology laboratories, hospitals, workplaces, focus groups, or some such. This is no longer the case. In July 2014, Facebook published an academic paper containing details of how it had successfully altered hundreds of thousands of its users’ moods, by manipulating their news feeds.14 There was an outcry that this had been done in a clandestine fashion. But as the dust settled, the anger turned to anxiety: would Facebook bother to publish such a paper in future, or just get on with the experiment anyway and keep the results to themselves? Monitoring

Most economists are accustomed to treating companies as idyllic places where everyone is devoted to a common goal: making as much money as possible. Nelson and Winter pointed out that, in the real world, that’s not how things work at all. Companies aren’t big happy families where everyone plays together nicely. Rather, most workplaces are made up of fiefdoms where executives compete for power and credit, often in hidden skirmishes that make their own performances appear superior and their rivals’ seem worse. Divisions compete for resources and sabotage each other to steal glory. Bosses pit their subordinates against one another so that no one can mount a coup. Companies aren’t families. They’re battlefields in a civil war.

I mean, I get it, In life, we're judged according to what we've done. And women are consistently assessed more harshly. A New York University study showed that women have to do much more than men to be perceived as equally productive in the workplace. So we keep chugging along. Me? I'm great. I got so much done today! We want to have spotless homes, healthy-yet-gourmet meals, executive-track promotions, well-behaved children, a robust spiritual life, spotless community service, hot sex, and on top of all that, some time to relax. But herein lies the conundrum, If we continue to pursue productivity for productivity's sake, women will continue to position ourselves diametrically opposed to satisfaction. You may feel like the most productive person alive, but without a purpose, you're just busy.

Daniel believes that popularity is very much a part of the adult playground, affecting the innovation and productivity of corporations all over the world. He perceives something very adolescent in the workplace that reminds him of my class almost every day, he tells me. It’s a dynamic that plays out in every meeting and influences how every decision is made. “Here’s what happens,” Daniel explains. “After a meeting, everyone gets together in twos and threes around the watercooler, and then you hear what people really thought. And it’s all the stuff that didn’t get talked about at the meeting at all. I’m always amazed at the big difference, and I wonder, why the delta?” Daniel’s theory is that efficient decision-making in business has become hampered by popularity, or rather the fear of losing it. “People don’t want to lose status or have people dislike them,” he says. “There’s a lot of norming in a company, people going with the herd, following others. People are afraid to say what they think. I find it really interesting how much we overestimate how secure those around us are, and how much this still plays out for people in their thirties, forties, and fifties. They still need that validation from their peers. They really want people to like them, and when they think others don’t, it stings them for days, or months.

Happiness in a tablet. This is our world. Prozac. Paxil. Xanax. Billions are spent to advertise such drugs. And billions more are spent purchasing them. You don’t even need a specific trauma; just “general depression” or “anxiety,” as if sadness were as treatable as the common cold. I knew depression was real, and in many cases required medical attention. I also knew we overused the word. Much of what we called “depression” was really dissatisfaction, a result of setting a bar impossibly high or expecting treasures that we weren’t willing to work for. I knew people whose unbearable source of misery was their weight, their baldness, their lack of advancement in a workplace, or their inability to find the perfect mate, even if they themselves did not behave like one. To these people, unhappiness was a condition, an intolerable state of affairs. If pills could help, pills were taken. But pills were not going to change the fundamental problem in the construction. Wanting what you can’t have. Looking for self-worth in the mirror. Layering work on top of work and still wondering why you weren’t satisfied—before working some more. I knew. I had done all that. There was a stretch where I could not have worked more hours in the day without eliminating sleep altogether. I piled on accomplishments. I made money. I earned accolades. And the longer I went at it, the emptier I began to feel, like pumping air faster and faster into a torn tire.

their workplace,” said one of our U.S. employees. “ I am very happy because today I’m

It’s time we recognize that, as the workplace is currently structured, a lot of women don’t want to get to the top and stay there because they don’t want to pay the price—in terms of their health, their well-being, and their happiness.

According to TINYpulse’s 2017 Employee Engagement Report, titled The Broken Bridges of the Workplace, professional development ranked third as a driver for employee happiness. In this report, TINYpulse found that only 26% of employees feel there are adequate opportunities for professional growth. When asked if employees felt that their promotion and career path was clear to them, only 49% believe so.

Success and happiness in Tough Times needs FIERCE FOCUS, with SWIFT Actions, Towards a Meningful Dynamic Destiny, until completion.

You cannot fix the future by constantly focusing on the past. You can't make this NOW moment any better by focusing on whats broken?

Socially. There’s no doubt that relationships at work—be they with managers, colleagues, employees, or clients—are essential to success. Positive emotions strengthen existing relationships. For example, shared laughter—the expression of positive emotion—makes people more open and willing to cooperate.10 A number of studies show that happy employees make for a more congenial workplace. In particular, happy, friendly, and supportive co-workers tend to         •  build higher-quality relationships with others at work11         •  boost co-workers’ productivity levels12         •  increase co-workers’ feeling of social connection13         •  improve commitment to the workplace14         •  increase levels of engagement with their job15         •  provide superior customer service even if they don’t stand to benefit16

In a Consciously Constructive Revolutionary Workplace, Happiness fuels Higher Performance, which creates Greater Happiness, which again fuels higher performance.

In the end, you’ll want the power and leverage to quit a bad situation. And it’s okay to quit. Sometimes it’s the only way to save your health or find out what you truly want to be and do in this life. Maybe you don’t want to do anything except take long walks, hang out with your dog, be artistic or musical and putter in the garden. And you know what? That’s just fine. Take a hard look at that dashboard you created at the beginning of this book and see what you really value. I bet somewhere on there is happiness — and you deserve it. So go out there and… don’t work so hard.

In a Consciously Conscious Revolutionary Workplace, its People First, Planet Second and then Profits.

The 1byone Aluminum combination open air laser Christmas projector is an exceptional contrasting option to the standard model recorded at number 1 above. Being produced using aluminum, as opposed to hard plastic, the unit carries a marginally higher sticker price, yet the additional cash gets you a projector that will last you for quite a while and will withstand even the most extraordinary of open air temperatures and conditions. You can set the unit up to turn on and off as per your inclinations, utilizing the straightforward remote control to change settings. Show Options The essential show offered by the 1byone Aluminum projector is that of thousands of green and red stars. There is a sum of 9 distinct settings. Glimmering, squinting, and strong light shows, and in addition a decision of red, green, or both red and green lights, empower you to pick the show that you like best, or that best fits the season. Despite the fact that the lights are charged as a Christmas show and are regularly used to enlighten the outside of a property, they can be utilized for any festival, and they can be utilized inside or outside. Components The projector is controlled by mains power. The remote control, which ought to be utilized with a reasonable observable pathway of the focal module, works at up to 30ft away, and it will work a temperature as low as - 35°C. The power link is an advantageous 11.5ft long, and 25ft from the surface you need covering; you can accomplish a scope of 2,100 square feet. It is not just reasonable for use on the outside of homes, yet can light workplaces and shops, and it can even be utilized inside to light the inside of a property and to make a happy feeling.

Janitorial cleaning has many benefits for businesses. By keeping your office or business clean, you can improve the health and safety of your employees and the appearance of your property. This blog post will discuss some of the top benefits of janitorial cleaning and how it can improve your business! What is Janitorial Cleaning? Janitorial cleaning is a professional cleaning typically performed by janitors or professional cleaners. This cleaning can involve everything from sweeping and mopping floors to cleaning bathrooms and kitchens. Businesses often hire janitorial cleaning services to keep their properties clean regularly. The Benefits of Janitorial Cleaning: Many benefits come along with janitorial cleaning, both for businesses and employees. Some of the top benefits include: Improved health and safety: One of the essential benefits of janitorial cleaning is enhanced health and safety for employees. Keeping your office or business clean can help prevent the spread of illness-causing bacteria and viruses. In addition, janitorial cleaning can help reduce the risk of slips, trips, and falls by keeping floors clean and free of debris. Improved appearance: Another benefit of janitorial cleaning is improved appearance. First impressions are essential; a clean office or business can make a good impression on customers, clients, and other visitors. A well-maintained property can also reflect positively on your company’s brand. Increased productivity: Janitorial cleaning can also lead to increased productivity in the workplace. Employees working in a clean and orderly environment tend to be more productive and efficient. Studies have shown that employees who work in clean offices are up to 15% more effective than those who work in cluttered or messy environments. Improved morale: Finally, janitorial cleaning can also improve employee morale. When employees feel good about their working environment, they are more likely to be happy and satisfied with their jobs. This, in turn, can lead to increased productivity and loyalty to your company. As you can see, many benefits come along with janitorial cleaning. If you want to improve your business, janitorial cleaning is a great place to start! Contact us at 954-341-4141 for more inforamtion.

The term human resources is a violation of human rights. for it designates people as possession of a company. Computers are resources, staplers are resources, but people aren't resources, but the soul of all company and society.

Improving Decisions About Health, Wealth, and Happiness

Knowing What Your Job Is We are trained to believe our “job” is the set of tasks we accomplish for an employer in return for money. That’s how I saw it until a CEO shared with me his approach to business. He viewed his career as a non-stop search for a better job and because of that changed jobs and companies often. Apparently it worked because he was the head of a company when I met him. Usual Frame: Your job is what your boss tells you it is. Reframe: Your job is to get a better job. Don’t confuse your job with the work your employer wants you to do. The boss might want you to process all the pending orders by quitting time, but your job is to get a better job. Everything else you do should service that reframe. If it doesn’t help you leave the job you are in and upgrade, it might not be worth doing. But don’t worry that this line of thinking feels sociopathic—doing a good job on your assigned duties is one way to look good for promotions.  The reframe reminds us to be in continuous job-search mode, including on the first day of work at a new job. If that sounds unethical, consider that your employer would drop you in a second if the business required it. In a free market, you can do almost anything that is normal and legal. Changing jobs—for any reason you want—is normal. Your employer’s job is to take care of the shareholders. It’s your job to take care of you. That doesn’t always mean acting selfishly. If being generous with your time and energy seems as if it will have the better long-term payoff, do that. Your employer might want to frame employees as “a family,” which is common, but that’s to divert you from the fact that they can fire you at will. They don’t want you to know you have the same power to fire them. Part of the job of leadership is convincing you that what is good for the leader is good for you. Sometimes that is the case but keep your priorities clear. You are number one. When I recommend being selfish in the job market, I expect you to know that approach works best when dealing with a big corporation. A small business might require a more generous approach. When your workplace reframe is that your job is to get a better job, that helps you make decisions that work in your favor. For example, if you’re offered a choice of two different projects at work, pick the one that teaches you a valuable skill, lets you show off what you can do, or lets you network with people who can help you later. Don’t make the mistake of picking the project that has the most value to the company if doing so has the least value to you. Sometimes your best career move is to do exactly what your boss asks, especially if it’s critical to the company. You’ll know those situations when you see them. Don’t lose sight of your mission: Get a better job. Boredom

DENIAL OF EMOTIONS Our culture does not handle emotions well. We like folks to be happy and fine. We learn rituals of acting happy and fine at an early age. I can remember many times telling people “I’m fine,” when I felt like the world was caving in on me. I often think of Senator Edmund Muskie, who cried on the campaign trail when running for president. From that moment on he was history. We don’t want a president who has emotions. We would rather have one who can act! Emotions are certainly not acceptable in the workplace. True expression of emotions that are not “positive” are met with disdain.

When people feel that the work environment is safe, optimistic, and yes, joyful, they are more likely to contribute their best. Quite simply it feels good when you’re doing your best work. As it turns out, joy isn’t just about finding happiness, but also about playing; play at work is useful when creativity and innovation are needed. The usefulness of creativity and innovation to the workplace is linked to increasing employees’ knowledge and skills.21

Aquarius Horoscope 2015 In A Nutshell Aquarians, 2015 will give you mixed results. You may feel some breach within your relations with loved ones. But, don't cry your eyes out, everything happens for some good reason. Your bitter language could be one of its reasons. So, try to be as polite as possible. As per the horoscopes for 2015, you may stay stressed due to the health of a family member. But, nothing to be worried about, time will pass by swiftly. On the other hand, your health looks fine. Horoscopes 2015 foretell that you may stay busy with lawsuits. But don't worry, you will break the back of the beast. As per 2015 predictions, the second half of the year will bring betterment to your love life. Married life will be very blissful. Cupids seem quite happy with you. You will be on cloud nine. 2015 horoscopes say that good improvement at workplace is seen. It is a celebration time. According to the 2015 astrology, income and education will also increase. Looks like you are going to be on the ball this time. Remedy: Donate yellow clothes to a priest.

According to a 2014 Gallup study,4 a parallel crisis is going on in workplaces nationwide: 50 percent of employees are unengaged (present but uninspired), while 20 percent are actively disengaged (that is, very unhappy at work), costing the US economy over $450 billion per year.

A Consciously Constructive organisation must equally balance the 6 Proven aspects of a High Performance Workplace using the proven CLEARx framework. Philosophy and System.

As Technology Revolutionizes the Workplace, we must Revolutionise our thinking to make the Workplace a HUMANE and GREAT place to Work.. or we will surely lose our Souls to business profiteers.

The responsibilities, work, position and the authority which comes with it can keep you happy for a period of time. But what makes us come out of our warm bedding & blankets in these cold and chilly mornings are the people we work and toil with. It's not the place which is pleasant or not. It's the people we converse & associate us with. And foremost it's You.

THIS BOOK is about the reproduction of social advantage and disadvantage across generations in the experience of typical Baltimore youth, anchored in their childhood and extending into their late twenties. For most, their socioeconomic status as adults is about what it was when they were children, but their sense of their lives today is not simply a matter of how far they have gone through school or their workplace success. For disadvantaged youth growing up in a city with one of the nation's highest homicide rates (The Atlantic 2011), the clichéd “life, liberty and pursuit of happiness” is not to be taken for granted.

people want more than a paycheck for their efforts. They want to know you care about them. They want you to listen to their ideas, be open to their suggestions, and provide them with a good … environment. There’s a common misconception in the workplace. People always feel they have to please the boss. But if a company is to be successful, it has to be the other way around.

Research19 by social scientists James Fowler of University of California, San Diego, and Nicolas Christakis of Harvard University suggests that happiness tends to spread up to three degrees of separation from you—to those close to you, your colleagues and acquaintances, and even strangers you will never know. This is how you create a culture of happiness in your workplace, home, or community.

But because divorce was so unheard of in middle-class Indian society, people looked at divorcées with a sort of incredulous shock and wonder, as if they were somehow criminals. They were ostracized from everyday life because of an invisible scarlet D hovering over them. Meanwhile, Second Wave feminism in the United States was changing attitudes about how women were treated in the workplace and in society, and how unmarried women were perceived in particular. Women were challenging age-old notions of their place in the world. Western media was full of unafraid, smart American women who published magazines, were marching in DC, and were generally making a lot of noise. No such phenomenon had reached our Indian shores. I’m sure my mother had read about the ERA movement, Roe v. Wade, and bra burnings. She, too, wanted the freedom to earn a living in a country where she wouldn’t be a pariah because of her marital status. We could have a fighting chance at surviving independently in the United States, versus being dependent on her father or a future husband in India. Conservative as he was, my grandfather K. C. Krishnamurti, or “Tha-Tha,” as I called him in Tamil, had encouraged her to leave my father after he witnessed how she had been treated. He respected women and loved his daughter and it must have broken his heart to see the situation she had married into. He, too, wanted us to have a second chance at happiness. America, devoid of an obvious caste system and outright misogyny, seemed to value hard work and the use of one’s mind; even a woman could succeed there. My grandfather was a closet feminist.

The power paradox is this: we rise in power and make a difference in the world due to what is best about human nature, but we fall from power due to what is worst. We gain a capacity to make a difference in the world by enhancing the lives of others, but the very experience of having power and privilege leads us to behave, in our worst moments, like impulsive, out-of-control sociopaths. How we handle the power paradox guides our personal and work lives and determines, ultimately, how happy we and the people we care about will be. It determines our empathy, generosity, civility, innovation, intellectual rigor, and the collaborative strength of our communities and social networks. Its ripple effects shape the patterns that make up our families, neighborhoods, and workplaces, as well as the broader patterns of social organization that define societies and our current political struggles.

How to earn a viable standard of living while giving vent to their desire to perform creative activities is the quintessential challenge for modern humans. Some people settle for jobs filled with drudgery and in their free time immerse themselves in hobbies that provide them with personal happiness. Other people prefer to find work that makes them happy, even if this occupation requires them to live a more modest standard of living. The greater their impulse is for curiosity and creativity, the less likely that a person will exchange personal happiness for economic security.

Imagine what you can give in these areas of the Twelve Areas of Balance: 9.​YOUR CAREER. What are your visions for your career? What level of competence do you want to achieve and why? How would you like to improve your workplace or company? What contribution to your field would you like to make? If your career does not currently seem to contribute anything meaningful to the world, take a closer look—is that because the work is truly meaningless or does it just not have meaning to you? What career would you like to get into? 10.​YOUR CREATIVE LIFE. What creative activities do you love to do or what would you like to learn? It could be anything from cooking to singing to photography (my own passion) to painting to writing poetry to developing software. What are some ways you can share your creative self with the world? 11.​YOUR FAMILY LIFE. Picture yourself being with your family not as you think you “should” be but in ways that fill you with happiness. What are you doing and saying? What wonderful experiences are you having together? What values do you want to embody and pass along? What can you contribute to your family that is unique to you? Keep in mind that your family doesn’t have to be a traditional family—ideas along those lines are often Brules. “Family” may be cohabiting partners, a same-sex partner, a marriage where you decided not to have children, or a single life where you consider a few close friends as family. Don’t fall into society’s definition of family. Instead, create a new model of reality and think of family as those whom you truly love and want to spend time with. 12.​YOUR COMMUNITY LIFE. This could be your friends, your neighborhood, your city, state, nation, religious community, or the world community. How would you like to contribute to your community? Looking at all of your abilities, all of your ideas, all of the unique experiences you’ve had that make you the person you are, what is the mark you want to leave on the world that excites and deeply satisfies you? For me, it’s reforming global education for our children. What is it for you? This brings us to Law 8. Law 8: Create a vision for your future. Extraordinary minds create a vision for their future that is decidedly their own and free from expectations of the culturescape. Their vision is focused on end goals that strike a direct chord with their happiness.

A satisfied employee is happy with their workplace as a whole, so you won’t get anywhere if you solve the problems with bandaids. Many

A Revolutionary, High-Performance, Workplace is one where the culture is Consciously Constructive. That is EVERYONE is developed, on a daily basis, towards their full potential, to achieve exponential impacts and results, supporting People, Planet & Profits.

In fact, emotions are so shared, organizational psychologists have found that each workplace develops its own group emotion, or “group affective tone,” which over time creates shared “emotion norms” that are proliferated and reinforced by the behavior, both verbal and nonverbal, of the employees.7 We have all encountered office environments that suffer from toxic emotion norms, and now we also know that their bottom-line results suffer because of it.

companies as idyllic places where everyone is devoted to a common goal: making as much money as possible. Nelson and Winter pointed out that, in the real world, that’s not how things work at all. Companies aren’t big happy families where everyone plays together nicely. Rather, most workplaces are made up of fiefdoms where executives compete for power and credit, often in hidden skirmishes that make their own performances appear superior and their rivals’ seem worse.

Financial literacy can bring awareness to employees inside the workplace. This can provide awareness that may lead to a change in behavior. A happy employee is a productive employee

If you are thinking, My co-workers and I don’t compete, we are one big happy family, brace yourself for a cold splash of reality. You can establish friendships in the workplace, but work at times will be a game with winners and losers. If you don’t realize that, you are being naïve, and you are going to get hurt and taken advantage of.

You are possessed of an instinct—a spirit—that orients you toward the highest good. It calls your soul away from hell and toward heaven. And because it is there, you find yourself frequently disillusioned. People disappoint you. You betray yourself; you lose a meaningful connection to your workplace, boss, or partner. You think, “The world is not set right. It is deeply troubling to me.” That very disenchantment, however, can serve as the indicator of destiny. It speaks of abdicated responsibility—of things left undone, of things that still need to be done. You are irritated about that need. You are annoyed with the government, you are embittered and resentful about your job, you are unhappy with your parents, and you are frustrated with all these people around you who will not take on responsibility. There are, after all, things that are crying out to be accomplished. You are outraged that what needs to be done is not being done. That anger—that outrage—is, however, a doorway. That observation of abdicated responsibility is the indication of destiny and meaning. The part of you that is oriented toward the highest good is pointing out the disjunction between the ideal you can imagine—the ideal that is possessing you—and the reality you are experiencing. There is a gap there, and it is communicating its need to be filled. You can give way to fury, in consequence, and blame it on someone else—and it is not as if other people are not contributing to the problems. Or you can come to understand that your very disappointment is an indication to you from the most fundamental levels of your being that there is something wrong that needs to be set right—and, perhaps, by you. What is it, that concern, that care, that irritation, that distraction? It is not the call to happiness. It is the call to the action and adventure that make up a real life.

When we own more of our time, we feel like we’re in charge of our lives and our schedules, which makes us happier and, ultimately, better at what we do. Our health and happiness also increases in the course of our lifetimes and, with it, our value to the workplace and to society as a whole.

In America, particularly in non-unionized workplaces, this sort of chronic understaffing acquires a logic all its own. If you can stand to lose employee weight, you should; if you don’t, you’re leaving profits on the table. Appropriately staffing isn’t a way to create a better work environment; it’s “bloat.” Workplaces attempt to counter the negative effects of understaffing with professional development, bonuses, perks, snacks, therapy dogs, subsidized gym memberships, swag, happy hours, access to meditation apps; the list is truly endless. One HR person told us that she was always amazed that employees complained about stress and overwork but then never took advantage of the perks. It makes sense, though. They don’t have the time. What would really make their lives better isn’t a meditation app, but adding a few more employees without also adding the expectation of more work.

How often do you laugh? When was the last time you felt a true, unfettered moment of joy? What emotions do you feel when you walk into your home at the end of the day? How about when you enter each room? How highly does your significant other or family value joy? Who are the most joyful people in your life? How often do you see them? How often do you find joy in your work? Do you work for a company that is pro-joy, joy-neutral, or anti-joy? How appropriate is it to laugh out loud at your workplace? What activities bring you the most joy? How often do you engage in them? Can you do them at or near your home? How much joy do you find in the town or city where you live? In your specific neighborhood? What are your “happy places”? Are any within ten miles of your home? When was the last time you visited one?

Ensuring that colleagues feel that workplace decisions are fair not only keeps their reward systems happy, but leaves people with more mental energy to focus on other things.

In his writing about communism’s insidiousness, Miłosz referenced a 1932 novel, Insatiability. In it, Polish writer Stanisław Witkiewicz wrote of a near-future dystopia in which the people were culturally exhausted and had fallen into decadence. A Mongol army from the East threatened to overrun them. As part of the plan to take over the nation, people began turning up in the streets selling “the pill of Murti-Bing,” named after a Mongolian philosopher who found a way to embody his “don’t worry, be happy” philosophy in a tablet. Those who took the Pill of Murti-Bing quit worrying about life, even though things were falling apart around them. When the Eastern army arrived, it surrendered happily, its soldiers relieved to have found deliverance from their internal tension and struggles. Only the peace didn’t last. “But since they could not rid themselves completely of their former personalities,” writes Miłosz, “they became schizophrenics.”7 What do you do when the Pill of Murti-Bing stops working and you find yourself living under a dictatorship of official lies in which anyone who contradicts the party line goes to jail? You become an actor, says Miłosz. You learn the practice of ketman. This is the Persian word for the practice of maintaining an outward appearance of Islamic orthodoxy while inwardly dissenting. Ketman was the strategy everyone who wasn’t a true believer in communism had to adopt to stay out of trouble. It is a form of mental self-defense. What is the difference between ketman and plain old hypocrisy? As Miłosz explains, having to be “on” all the time inevitably changes a person. An actor who inhabits his role around the clock eventually becomes the character he plays. Ketman is worse than hypocrisy, because living by it all the time corrupts your character and ultimately everything in society. Miłosz identified eight different types of ketman under communism. For example, “professional ketman” is when you convince yourself that it’s okay to live a lie in the workplace, because that’s what you have to do to have the freedom to do good work. “Metaphysical ketman” is the deepest form of the strategy, a defense against “total degradation.” It consists of convincing yourself that it really is possible for you to be a loyal opponent of the new regime while working with it. Christians who collaborated with communist regimes were guilty of metaphysical ketman. In fact, says Miłosz, it represents the ultimate victory of the Big Lie over the individual’s soul.

the real choice is almost never between error and happiness, but between varieties of suffering.

Anyone can send ripples of positivity throughout their workplace. But one thing I’ve found in my work with managers and companies is that this is even more true for leaders or people in a position of authority—mainly because (a) they determine company policies and shape the workplace culture; (b) they are often expected to set an example for their employees; and (c) they tend to interact with the most people over the course of the day. Sadly, in the modern workplace, leaders often scoff at the idea that focusing on happiness can have real bottom-line results.

Companies aren’t big happy families where everyone plays together nicely. Rather, most workplaces are made up of fiefdoms where executives compete for power and credit, often in hidden skirmishes that make their own performances appear superior and their rivals’ seem worse. Divisions compete for resources and sabotage each other to steal glory. Bosses pit their subordinates against one another so that no one can mount a coup. Companies aren’t families. They’re battlefields in a civil war.

The thing I remember about my company management course was how to get the workplace productivity up. I have no recollection of being taught how to keep the workers happy.

Start your work from where you live, with the small concrete needs right around you. Help ease tension in your workplace. Help feed the person right in front of you. Personalism holds that we each have a deep personal obligation to live simply, to look after the needs of our brothers and sisters, and to share in the happiness and misery they are suffering. The personalist brings his whole person to serve another whole person. This can only be done by means of intimate contact within small communities. Day spent the rest of her life, until her death

Loss of trust matters because distrust leads people to disengage from their communities, reduce commitment to their workplace and lose the degree to which they share important information with each other. In short, without trust, people focus on self-protection and become unwilling to make themselves vulnerable. (...) People who lack trust are limited in what they can accomplish together.

Our workplaces and learning environments (starting in middle school, if not before) exclude play cues, creating a tangible reminder that work is a serious enterprise where the inner child is not welcome. But as Stuart Brown observes, the separation of work and play is a false construct. “The opposite of play is not work,” he often says. “It’s depression.

For people who haven’t connected with their inner child in a long time, such environments can feel overwhelming, even condescending—especially in a workplace context. Play can be profoundly liberating, but it can also make us feel vulnerable. It breaks routines and exposes us to the unpredictable.

Hochschild wonders about the false self we create when we turn our happiness on and off like a light, when we use emotion as a commodity in the workplace. As women, we were taught to use our emotions at home, too, as a service to our families. ... The manufacture of happiness actually leads to emotional burnout. There's an ironic correlation between forced cheerfulness and depression. ... Delta Airlines, which institutionalized positive emotional management in the 1970s, now spends nine million dollars a year paying for antidepressants for its employees and their dependents. (Fuck Happiness, 64).

99% of your happiness and stress, is based on what you focus on, the meaning you give, how you think, what you expect to happen. We are ALL Alchemists of unlimited possibility and potential.

Those who are motivated to work till old age to build a huge retirement corpus, are required to provision for less number of years after retirement!

If you want change, don’t waste time debating with those happy with the status quo. Instead, use your energy to create a GRAND movement that will cause the most rigid in authority to Act!

What are the advantages of diversity that not only compensate for agonizing conflicts but justify considering it America’s “greatest strength?” If readers cannot immediately think of any besides ethnic restaurants, they are not alone. A 2007 study by the University of Minnesota found that Americans claim to be positive and even optimistic about the word “diversity” but are unable to explain its value or give examples of its benefits. The researchers found that even people who work in the field of race relations stumble when asked to list its benefits. In 2009, a San Francisco radio host named Marty Nemko agreed to host an on-air debate on workplace diversity in which the author of this book was to argue that it was a weakness, not a strength. Mr. Nemko contacted a Georgia-based diversity consultant whose slogan was “Stronger Performance Through Diversity,” fully expecting that he would be happy to argue the other side. The consultant declined, admitting that he did not think diversity was a strength, only that it can be made to work better with “diversity management” of the kind he offers.

Tip # 70 “Search for purpose in your job regardless of how you might think about your role and/or influence. Finding that purpose will help your productivity, happiness in the workplace, and professional relationships

The 2013 Gallup “The state of the American Workplace report” states that up to 70% of people are not happy at their work! 50% are not engaged, not inspired, and just kind of present and around 20% have resigned internally and are actively disengaged!

In the workplace when we violate human nature, we create a crisis that causes disengagement, depression, and loneliness. This comes in part from not honoring people’s humanity and not honoring their unique contribution as human beings.

finding flow in a “ritualistic workplace” is much easier than in one in which we are continually stressed out trying to achieve unclear goals set by our bosses

3. What do employees expect as an experience? 69% of employees expect that automation will give them more time to do their primary job duties, and 86% of employees think the use of automation in the workplace will let them think of work in new and innovative ways.55 The question is then, besides removing tedious tasks, what would make people happier and more engaged at work? Studies have found that people like to have opportunities to solve problems in their work. Also, variety among tasks at work leads to increased happiness and higher productivity.56 Based on these findings, the promise of IA to change how people work seems a welcome development. Based on our research, the employee experience would be improved by switching to the “ideal” daily division of activities,

Dealing with toxic people is an art that can be learnt. Whether it is in a family, among friends or at the workplace, exercise a choice to establish and maintain clear contours of your relationship with such people. Define very clearly in your mind what about this person irks you. And draw the line there. The point is not whether others can get along with such people, the point is that you cannot suffer them. So, when others ask you to be “adjusting”, you must tell them why you can’t do this – that it affects your inner peace. Once you define and draw the boundaries clearly, barring the initial settling in issues, pretty soon, everyone will see value in your approach. Clearly, there’s no point sacrificing your Happiness for another’s behavior or your reluctance to call them out!

Unions simply aren’t necessary if a business operates with a stakeholder philosophy and if team members are seen as important stakeholders who should be well compensated, happy, and flourishing in the workplace.

Whether you are an individual contributor, manager, or leader, fixing the broken social contract between people and work starts with you. When you are able to make your work more enjoyable and purposeful, that possibility will be greater for others.

Unfortunately, this process of deliberately internalizing beneficial experiences is rarely taught explicitly. In schools, workplaces, and trainings, people are instructed in various things—but they’re not usually taught how to learn. When you learn how to learn, you gain the strength that builds the other strengths of resilient well-being.

I should  be happy about this, but I'm comprehensively not - because any workplace that doesn't care whether you're late or not is probably a workplace that isn't long for this world

Once someone tells me their functional position, I, somewhat naïvely, probe a bit deeper. I ask, “So what does that mean a typical day looks like ... what do you spend the most time doing?” This is where I get into the far more interesting and revealing parts of each person’s story. ... asking someone to reconstruct yesterday is a better lens into their happiness than simply asking them if they are happy overall.