Harvard Business Publishing

I agree wholeheartedly with this article. I think that employee morale, inspired by manager's confidence is a major indication of the success of even company's that are not experiencing hard times. The team and the work they contribute are the only direct and somewhat controllable variable in relation to a business's bottom line. Sales are not gauranteed. Deals are not guaranteed. But if the people who are responsible for making these things happen feel positive, happy and appreciated in their jobs than the likelihood of success is that much greater. I also think that managers have the responsibility to only pass on negative information that is necessary for their employees to know, general griping about upper management or complaining about procedures that no one can change, does not inspire confidence or positivity. Low morale can make even the most attractive company suffer from the inside out and the attitudes of managers are, in many ways, the indication of which way their staff will produce, negatively or positively. I believe in happy,competent managers!!

This article has had massive coverage!

We know emotion is contagious, but I wonder about two points.

Is happiness exuding good cheer? Doesn't the manager have to BE happy? We know from the work that Seligman quotes on smiles that one must be deeply happy. My advice to managers is that if you do not have deep confidence in your team, then maybe it is time to change jobs. It is time to find a team where you believe in the capacity of your people to go with you to the destination. That doesn't mean that there will be no negative moments. But the minute you are grimly smiling because that it is the done thing to do, it is time to move on!

Isn't happiness a group effect? This work suggests our unit of analysis is the group. That may be a challenge to positive psychology as it is framed at the moment.

We do know from the work on collective efficacy that it is the summed beliefs of teachers, say, in each other's competence that is the key. Beyond evaluating their own deep beliefs in their team, managers need to focus on the collective, and understand why people are happy with each other or not. Some deep understanding of group dynamics and the dynamics of THIS group seems to be key.

The idea of creating a cheerful work environment resonates with what I believe is a successful component of management. In essence, the work environment is influence by a manager’s approach. Moreover, the attitude of the manager influences employees’ perception of the organization. The article outlines three components of a happy manger: 1) Resolve to cheer; 2) Pick your moments; 3) Keep on doing it. It is essential that workers remain optimistic during the turbulent times of our economy. All three factors are geared toward producing optimism among employees. For instance, a manager that consistently speaks positively about an organization will influence the employee’s perception. Furthermore, managers who consistently display a positive outlook will gain credibility with his or her employees. As a result, the employees are likely to follow the lead of the manger and increase their production.

Agree completely. We have measured the effect of a positive approach at all times on all levels to all staff. Positive and consistant and totally sincere is critical to ensure confidence in the workforce.
The outcomes and impressive with everyone showing more understanding and tolerence for each other. We are experienceing support insted of competition within departments and an overall wave of positivity which delivers in turn, sales, growth and confidence in the mearket and trust among colleagues. My advice is to remain positive and sincere. we are surrounded with negative stories on all levels and from abundant sources. Do not ignore these, absorb and measure thier potential impact but be sure to approach the day with growth in mind.
Annie

I recommend honesty and listening as the best choices for maintaining morale in an organization. Provide colleagues with facts, and forums at which they can ask questions and seek clarifications without fear. Morale cannot be built through manipulation.

In hard times, the temptation to be gloomy is great! Fear of what happens next makes happiness to evaporate from the work place. This article is timely.Hard times call for leadership that can create confidence in employees.

Happiness is just as contagious.Very interesting.

Yes it is true that Laughter and Happiness is contagious. It is natural that the performance and productivity improves when the environment is smooth and cheerfull.

No one individual is responsible for the current down turn worldwide. There is no point in moaning about it either. Instead we got to face it and look at alternate opportunities that the situation might bring about. Be observant and encourage others too to look at the problem possitively.

Managers optimism can play a bigger role in such a situation.

Rgds
Rohitha

Naturally, employee morale is one of the key components in a company's success or failure (in addition to the many other aspects involved).

I find also very valuable and agree with what Dr Satyabroto Banerji stated. Though one has to weigh how much info needs to reach even the furthermost structures in a corporation, one of the best way to handle fear (especially of perceived threats, unknown issues, etc.) is clarity and disclosure.

All management levels, but especially those dealing directly with the "front liners" need to have a true concern for their associates, not all things can be buttered up with cheers, a sincere hard talk - when handled correctly - with the active involvement of most, if not all parties involved (brainstorming) may raise the spirit from within and give the employee the feeling of being part of the solution, and if that is not possible, they will feel respected. Morale goes along with business morality, business ethics, and it should be congruent on all levels.

So many times it seems that the "front liners" are taking the bullet, while the commanders in chief seem to worry about their bonuses, end of year parties, their benefits. Such discrepancies will be hard to bridge by even the most competent managers who are dealing first hand with such issues.

I would like to slightly disagree in part with JO, agreeably it is a manager's responsibility to gather a competent team and drive them to perform for their and the overall success, so naturally you should feel and BE confident and cheerful. That does not mean however that you need to be always cheerful and if not, conclude that it is necessary to leave your position. In my observation many mid-manager's grieve is not caused by their differences with their subordinates, but due to the above mentioned differences with upper management. Sadly, many mid-managers either drop out or adapt to watered down versions of their ideals (which are hopefully honorable and productive ones), so once they reach the level of an upper level manager a lot of their enthusiasm and sincere concern has worn off. Of course, if we accept this as "the way it is" then improvements will trickle down only very slowly or not at all. Yes, business is tough and not for the faint-hearted and I agree that you have to treat corrosive people like a cancer, but many people don't start out as "cancers" and management style and sincere concern have a lot to do with it.

Sincere Cheers to You All!

Remy Parys

Thank you for the tip today. An upbeat manager can change the face of a small retail organization like mine.

Happy manager is also less likely to suffer from emotional exhaustion at the end of a busy day.

I am fortunate to see evidence of the Happiness Benefit on a daily basis. Any other way of dealing with work is not an option for me. That my staff benefits in the obvious ways & means is more evidence that this works, when you work it.