Showing results by author "Emma Seppala"

More and more people are feeling tired and lonely at work. In analyzing the General Social Survey of 2016, we found that, compared with roughly 20 years ago, people are twice as likely to report that they are always exhausted. Close to 50% of people say they are often or always exhausted due to work. This is a shockingly high statistic — and it’s a 32% increase from two decades ago. What’s more, there is a significant correlation between feeling lonely and work exhaustion.

It’s hard to build real connections with your colleagues if you never get beyond superficial chit-chat. And yet people who have a “best friend at work” are not only more likely to be happier and healthier, they are also seven times as likely to be engaged in their job. What’s more, employees who report having friends at work have higher levels of productivity, retention, and job satisfaction than those who don’t.

Communication involves the exchange of viewpoints, sometimes opposing positions. Unless you open your mind to another’s perspective, common ground can be tough to find. And finding common ground requires us to listen in order to really consider someone’s position.

In The Happiness Track, Emma Seppala, the science director of the Center for Compassion and Altruism Research and Education at Stanford University, explains that our inability to achieve sustainable fulfillment is tied to common but outdated notions about success. We are taught that getting ahead means doing everything that's thrown at us (and then some) with razor-sharp focus and iron discipline; that success depends on our drive and talents.

Giving feedback may be one of the most difficult challenges a manager faces. On the one hand, you have to be honest; on the other hand, you don’t want to alienate your employee. You tread a fine line between maintaining cordiality and successfully getting your point across.

Normally, when we think about being tired, we think of physical reasons: lack of sleep, intense exercise, or long days of physical labor. And yet, as Elliot Berkman, professor of psychology at the University of Oregon, pointed out to me in an interview, in our day and age, when few of us have physically demanding jobs, we are wiping ourselves out through psychological factors.

Too many companies bet on having a cut-throat, high-pressure, take-no-prisoners culture to drive their financial success. But a large and growing body of research on positive organizational psychology demonstrates that not only is a cut-throat environment harmful to productivity over time, but that a positive environment will lead to dramatic benefits for employers, employees, and the bottom line.

Recently the Communications Workers of America - the union that represents T-Mobile employees - contested a T-Mobile Employee Handbook clause on maintaining a positive work environment. The clause reads as follows: “[e]mployees are expected to maintain a positive work environment by communicating in a manner that is conducive to effective working relationships with internal and external customers, clients, co-workers, and management.”