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Posted by on Sep 9, 2014 in Business, Engagement, Featured, Inspirational, Leadership, Workplace Optimism | 2 comments

5 Steps Towards a More Joyful Workplace

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Balance leads us to believe that some level of equilibrium is possible. In the case of work/life balance, we mistakenly position ourselves to pursue equal measures of fulfillment from our work and personal lives. It’s unnatural to split the two worlds. Instead, we need to find fulfillment in both worlds by integrating them. The goal may be to find fulfillment in both worlds but not at the sacrifice of the other. How do we go about doing this? In this curated article, Rob Miller says the answer can be found in joy and integrating the two worlds. We think he’s on to something.

About a year into our business, my partner and I became concerned that our employees were not as happy as they could be. While we made every effort to be champions of work/life balance, it didn’t seem to be enough. It turned out we were trying to achieve the wrong thing. Our focus was on balance when it should have been on work/life integration.

When you think about it, work/life balance falsely implies that “work” and “life” are completely distinct and competing concepts separated by a bright line. But we are in the service industry, and our clients rely on us to be available when they need our advice. We can’t say, “Sorry, we’re not available!” just because we are on the life side of the bright line. So, we aimed our efforts on achieving work/life integration instead, believing that if people really feel what they do at work is consistent with how they want to live their life, they will be happier, more engaged and profitable.

Our focus was on balance when it should have been on work/life integration.

Here are some steps we took that have dramatically increased work/life integration in our office:

1. Ensure the Values Align 

Each year at our company retreat, we take stock of the team’s personal values. Recurring themes include achieving a sense of social responsibility and being involved in the community. We then take these values, integrate them into the firm’s values and ensure that all of our clients fit within our value statement. These steps led to a more engaged workforce that is fiercely loyal to our clients, which in turn means better service and more word-of-mouth referrals. A sense of shared values also means that most of our clients have become champions of our brand.

2. Help Each Other Achieve Goals

In our annual reviews, we openly talk to staff about their goals, what the barriers are and how we can help. We’ve provided loans for down payments on condos, helped staff pay off debt, subsidized education and provided flexible schedules. Once we became seen as a resource to help staff achieve long-term goals (as opposed to an employer that is a barrier to personal success because of time demands, for example), employee loyalty skyrocketed. What’s more, we’ve seen a greater return on staff investments than any other investment— increased loyalty and happiness means increased productivity!

We’ve provided loans for down payments on condos, helped staff pay off debt, subsidized education and provided flexible schedules.

3. Treat People Like They’re Owners

As a business owner, it’s difficult to see staff treat their job like it’s just a job, instead of like it’s their business. By treating our people like they’re owners of the company, we help them feel like they have a stake in the enterprise. To achieve this, we implemented a firm-wide bonus if we hit certain financial targets. Each month, we have an open books meeting, where we review our financials with the team, congratulate ourselves on our successes and prepare as a group to overcome any obstacles that we’re facing. These “mini-partner meetings” help people understand the whys behind our business decisions and empower them to feel like decision-makers through meaningful discussion about challenges. We’ve discovered that financial participation in the firm’s success motivates people to work harder, and treating all staff as owners differentiates us from our competition when it comes to recruiting.

By treating our people like they’re owners of the company, we help them feel like they have a stake in the enterprise.

4. Empower, Empower, Empower. 

Nothing kills employee motivation like shooting down an idea before it begins. If we’re doing a good job during the hiring process, everyone who comes in the door should be someone that we want contributing ideas. And to paraphrase author Daniel Pink, what better way to motivate someone than to unleash their creativity? We empowered staff to spend up to 10 percent of their time developing ideas to provide better service or value to our clients, free from interference from owners or managers. This spawned some of our best ideas to date, including virtual corporate record books; an online incorporation app; “Wacky Wednesdays,” where we rotate office space to see the world from each other’s perspective; and more. By empowering staff, our firm improves and our people stay motivated— it’s a classic win-win!

What better way to motivate someone than to unleash their creativity?

5. Remove Barriers to Exit

Before we embarked on our pursuit of work/life integration, we had a terrible experience where a staff member was not happy, but for financial reasons, was afraid to leave. Because he felt trapped, he negatively affected morale and productivity, and also provided poor service to clients. To avoid a repeat, we adopted a policy of option-to-leave payments. If a staff member is unhappy, we will voluntarily pay them a set severance amount to help them transition to a new position where they will be happy. Having lived through this in the past, it’s clear to me that the overall cost to us would be significantly less than the cost of enduring a negative influence in the office.

 

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Copyright: ra2studio / 123RF Stock Photo

Editor’s Note: This article was originally posted on Upstart Business Journal, and has been republished with permission.

Rob Miller

Rob is a founding partner of Miller Titerle + Company LLP, a business law firm in Vancouver, Canada. A big firm ‘refugee’, Rob had a vision to build a business that shakes the foundation of traditional legal practice and supports the development of close relationships with people with shared values – clients, suppliers and team members alike. He is a passionate advocate of employers playing a positive and supportive role in the growth and fulfillment of their people.

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  • http://customersure.com douglasackerman

    Pure inspiration.

    It’s fantastic to see a company’s hierarchy so tuned in to the needs of its employees.

    I’m not at all surprised to read that your staff loyalty has gone through the roof. People are very unlikely to find such an incredibly nurturing environment elsewhere.

    The knock on benefits of such a positive workforce must be immense. I’m sure your customers notice the difference in working with you over your competitors.

    It’s this kind of harmony between company, employees and customers that I try to promote each day through our own dealings.

    Hats off to you!

  • Gladstone

    Excellent insights by Rob. I am convinced that the real engagement comes from within. It took me nearly 20 years to realize that I am happy about what I am doing in my current role.

    My thoughts on this topic

    http://tinyurl.com/ln42hwn