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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Joy at work--why settle for anything less? In Joy Works: Empowering Teams in the New Era of Work, Alex Liu delivers an engaging blueprint for ensuring people feel safe and inspired at work. Liu, the managing partner and chairman of Kearney, asks, "Why would we settle for anything less than joy at work?" In the book, you'll find a step-by-step action plan for approaching joy at work using the three key drivers that determine employee happiness--people, praise, and purpose--and learn how to implement that plan for maximum results and maximum joy. The author demonstrates how to create more joy for your people at work, in both virtual and in-person environments, as well as how to incorporate joyfulness even in periods of dramatically heightened stress. He calls on his years of conversations with leaders around the world, both as an advisor to executives and through his popular podcast, Joy@Work. Readers will learn from a diverse collection of leaders, from psychologists, academics, athletes, nonprofit and board leaders, and a Broadway producer, to leaders at companies including HPE, Cisco, T-Mobile, SAP, and UPS. In the dialogues and research, readers will also find: * An introduction to "ikigai," a Japanese concept meaning "reason for being"--a framework we can all use to find joy and meaning in our work * An investigation into the link between social justice and joy, using conversations with leaders who have committed to making social progress a priority * A new perspective on how the next generation will view joy at work, the Great Reflection, and the shifting balance of power in work cultures * In-depth discussions about people, purpose, and praise: the three key elements in building a joyful work experience * A call for more reflective leadership--a new approach to power leaders through uncertain and challenging times Joy Works is an essential handbook for anyone who wants to create more joy in their work -- the leaders who want to shift corporate cultures, managers who are facing pressures to innovate, young people who are adamant that they can have a life and a career that's centered around joy and meaning, and anyone who thinks "joy at work" is a near-term possibility, not an oxymoron. This guide to the changing reality and opportunity of work belongs in the libraries of anyone interested in creating a more engaging and productive virtual, hybrid, or in-person workspace. Let's build more joy.
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Seitenzahl: 185
Veröffentlichungsjahr: 2022
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Table of Contents
Cover
Praise for
Joy Works
Title Page
Copyright
Dedication
Acknowledgments
Foreword
Introduction
Why joy matters to me
Joy at work
People, praise, and purpose
Joy, justice, and a better world
The future of joy at work
Who you’ll hear from in this book
Who this book is for
CHAPTER 1: Why Business Leaders Should Prioritize Joy at Work
Joy is your biggest business opportunity
Joy powers execution
Joy is critical for all kinds of business
Joy is the foundation for many key business metrics
Notes
CHAPTER 2: What the Research Tells Us About Joy
The joy gap is real
The joy gap is growing
We know what triggers joy at work
We know what's holding us back from joy
Notes
SECTION ONE: The Three Drivers of Joy at Work
CHAPTER 3: People
Create belonging: It matters more than money
Create connection points
Be a people‐focused leader
Think like a gardener and create “human magic”
Notes
CHAPTER 4: Praise
Praise autonomous work
Pair praise with feedback
Focus on the quality of praise, not the quantity
Praise individuals, not just groups
Encourage people to show appreciation for their colleagues
Use praise to underscore impact
Chapter 5: Purpose
Understand your
ikigai
(a reason for being)
Find your zest
Rethink the corporate purpose statement
Mind the gap
Personalize purpose
Note
SECTION TWO: Joy in a Post‐2020 World: How to Create More Joy
CHAPTER 6: Joy in the Hard Times
Embrace change
Accept that failure is inevitable
Acknowledge your mistakes and get real
Have the courage to be a beginner
Take time to reflect
Double down on purpose
Keep chasing your goosebumps
Note
CHAPTER 7: Safe, Seen, Supported, Inspired
Safe
Seen
Supported
Inspired
CHAPTER 8: Virtual and Hybrid Work
Be aware of how remote work is different than in‐person work
Make conscious decisions about where you'll work
Find new ways to build connection
Rethink how you measure performance
Stay open to change
CHAPTER 9: Social Justice and Joy
Joy and justice for all
How do we push “social justice” into the mainstream of business?
Hope for the future
Note
SECTION THREE: What's Next for Joy at Work?
CHAPTER 10: The Joy of Innovation
Leapfrog your legacy
Look for new ideas in unexpected places
Stay at the edge
Empower people to innovate
Look at purpose through the lens of innovation
Notes
CHAPTER 11: The Next Generation of Joy at Work
Pass the baton
Join the “Great Resignation”—or is it the “Great Reflection”?
Shift the balance of power
Keep your promises
Put your values into action
Make culture a nonnegotiable
Rethink old trade‐offs
Accept change as a constant
Notes
Conclusion
About the Author
Index
End User License Agreement
List of Illustrations
Chapter 2
Figure 2.1 The joy gap at work.
Figure 2.2 Joy gap, 2018 versus 2021.
Chapter 3
Figure 3.1 Drivers of joy at work: largest gaps.
Chapter 4
Figure 4.1 Drivers of joy at work: largest gaps.
Chapter 5
Figure 5.1
Ikigai,
from the Japanese concept of “a reason for being.”
Figure 5.2 The X Model of engagement.
Guide
Introduction
Cover Page
Praise for Joy Works
Title Page
Copyright
Dedication
Acknowledgments
Foreword
Table of Contents
Begin Reading
Conclusion
About the Author
Index
Wiley End User License Agreement
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Praise for Joy Works
“A thoughtful, introspective, and inspiring contribution to the study of work and relationships from someone who ‘walks the talk.’ What greater purpose can there be than creating joy in your life and the life of others? A must‐read for anyone wanting to make the world a better place.”
—Robert Nason,former CEO of Maxis Communications, Malaysia
“As a leader, I always found joy at work in serving others and delivering together with my team. In his book, Alex Liu shows us the way to transform the workplace by leveraging and unleashing the full potential of joy. A really inspiring read!”
—Amparo Moraleda,senior independent director, Airbus Group, NED Maersk, Vodafone, and Caixabank
“An absolute treat to be immersed in a world of joy! Alex has brilliantly articulated, with enormous simplicity, the significance of creating a joyous workplace. It provides a new dimension and depth about the ‘purpose of life’ with unpretentious enablers to realize the same. A must‐read for all!”
—Sunil Mehta,chairman, SPM Capital Advisers Private Limited, and former chairman, PNB and YES Bank
JOY WORKS
Empowering Teams in the New Era of Work
ALEX LIU
Managing Partner and Chairman of the Board, Kearney
Copyright © 2023 by Alex Liu. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750‐8400, fax (978) 750‐4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748‐6011, fax (201) 748‐6008, or online at http://www.wiley.com/go/permission.Trademarks: Wiley and the Wiley logo are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States and other countries and may not be used without written permission. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc. is not associated with any product or vendor mentioned in this book.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Further, readers should be aware that websites listed in this work may have changed or disappeared between when this work was written and when it is read. Neither the publisher nor authors shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
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Library of Congress Cataloging‐in‐Publication Data
Names: Liu, Alex (Management consultant), author.
Title: Joy works : empowering teams in the new era of work / Alex Liu.
Description: Hoboken, New Jersey : John Wiley & Sons, Inc., [2023] | Includes index.
Identifiers: LCCN 2022032951 (print) | LCCN 2022032952 (ebook) | ISBN 9781119988052 (hardback) | ISBN 9781119988076 (adobe pdf) | ISBN 9781119988069 (epub)
Subjects: LCSH: Work—Social aspects. | Work—Psychological aspects. | Quality of work life. | Joy.
Classification: LCC HD6955 .L574 2023 (print) | LCC HD6955 (ebook) | DDC 306.3/6—dc23/eng/20220907
LC record available at https://lccn.loc.gov/2022032951
LC ebook record available at https://lccn.loc.gov/2022032952
Cover Design: Wiley
Cover Image and Author Photo: © A.T. Kearney, Inc.
This book is dedicated to the next generation. May we all work to build a future of work that brings joy, purpose, and energy for you. It’s always a relay race to the future.
Acknowledgments
Thank you to …
All of the joyful leaders who shared your time, reflections, and insights for this book. I am continuously inspired by each one of you.
My Kearney team of teams around the world for their daily pursuit of excellence in building clients, capabilities, and our culture.
My dedicated provocateurs and co‐conspirators on this timely topic, Abby Klanecky, Kristin Boswell, Lee Price, and Marty McPadden.
My beloved mother and father, Lilyon and Shia‐ling, who respectively showed me the virtues of being relentless and joyful at the same time, filling myself with both hope and gratitude always.
My many coaches, teachers, mentors, and family who showed belief in me throughout the years, and from whom I learned to passionately and confidently do what I love and love what I do.
Foreword
By Charlene Thomas, Executive Vice President and Chief Diversity, Equity and Inclusion Officer, UPS.
Joy. It's as specific as a fingerprint, as common as a garden rose. At times, for some, it's as elusive as a four‐leaf clover.
But we keep reaching toward joy. It's the pinnacle. The manifestation of happiness. The reward at the end of the rainbow.
And joy at work? To me, joy at work should be an everyday lived experience. Something we sow throughout our careers, not a reward that is delivered through paychecks, promotions, or the final reward of retirement.
For leaders at every level, the defining question each day should be: How do we create the conditions for joy to exist, for ourselves and those around us?
Let's back up for a minute. I'm Charlene Thomas. I'm a leader, a Peloton superfan, a scuba diver, a mother, a college football enthusiast (Roll Tide!), and a 33‐year (and counting) employee of UPS. My tenure at UPS has taken me around the United States, from a part‐time job in college to driving a UPS truck outside Philadelphia to leading operations and package delivery teams in Maryland, Alabama, Arizona, and California. Now I'm a corporate leader at our headquarters in Atlanta, focused on diversity and inclusion for our 500,000‐plus employees worldwide.
I have moved around a lot, and done a lot of different jobs, but most of my career experiences have followed a fairly standard formula:
Connect with your new team immediately. Meet them in their environment. Get to know the people—their strengths, weaknesses, and relationships with each other. Get to know something about them personally as well as professionally.
Listen for understanding. Separate the noise from true substance.
Empower the team to solve the problems they have the resources to handle.
Remove the barriers.
Define success, celebrate wins often, and include learnings from previous losses.
I have repeated that equation over and over with teams of all sizes. My experiences have taught me about people, about motivation, and about management. But above all, I have learned about joy.
Here's what I have learned:
Achieving joy is not about you.
It's not about individual success. It's about a shared outcome. On a team, everyone's contribution is necessary, and it's always a team effort. Winning is achieving the outcome for everyone equally.
Joy never requires someone else to lose.
We don't all win unless everyone wins. If there are losers, you aren't winning. Joy requires collective equity. Your joy won't be fully realized if it requires someone else to sacrifice or compromise. We can't rely on subjugating or compromising someone else in order to make it out on top.
Joy requires intention.
Joy at work doesn't just happen spontaneously. It requires nurturing, engagement, and intention. At any given moment, if people don't understand what their purpose is, their work won't bring them joy. But when we're intentional about communicating the purpose and create a path for everyone to achieve their aspiration equitably, we can find true joy.
Joy and fun go hand in hand.
We can't forget to have fun! In corporate cultures, we can get very serious and focused on tasks. But joy is about celebrating achievements, amplifying small moments, and leaning into euphoria. Never miss an opportunity to celebrate and amplify a positive outcome.
Joy is the fuel that keeps us going. That's why I'm thrilled that Alex Liu is addressing this topic in this book. I'm proud to be a part of the movement for more collective joy at work.
When the world feels scary and the challenges ahead are hard, we have to choose joy. Intentional, collective joy is the answer. Joy is our path forward. When we choose joy, we make progress together.
Introduction
Why joy matters to me
Pick a phrase to describe myself? It would likely be “joyfully relentless.” But joy is the juice. That’s why joy is a topic I’ve been actively exploring for the past five years—and implicitly for decades before that.
Why joy? Why joy at work? Why now?
The short answer is: Why would we settle for anything else?
When there is a clear lack of something in the world, it’s human nature to seek it, anywhere. In the recent past, there has been no shortage of mayhem, uncertainty, and despair of semi‐biblical proportions. Is the pursuit of joy a kneejerk reaction to the day and age, or is it more fundamental? We are born happy, in our parents’ arms. As children, we’re brimming with joy. Even when we face big firsts—first day of school, first day on a new job—we’re optimistic and can find joy in the unknown opportunities ahead of us.
What happens as adults that makes us despair and disengage?
I likely inherited my calm sense of optimism from my dad, whose life certainly was not easy. Growing up as a poor peasant in rural China, he had 10 siblings and was the only kid in the family to get past an eighth‐grade education. My parents came to the United States as immigrants from Taiwan when I was a baby, and my father built his career as a professor, teaching at historically Black colleges and universities in the US South. Because he was not white, he wasn’t allowed to teach white kids. Having endured wars, revolution, racism, and hostility in various doses throughout his life, he always kept his cool in a way that steeled all those around him, including me.
My life certainly has been much easier than his, but it wasn’t always sunshine and roses. I was the only Asian kid in my North Carolina town in the 1960s. I looked for ways to build belonging, mostly through sports. Early in my life, I learned the power of teams to build rapport and learn the unwritten rules about acceptance. If people looked at me funny when I walked onto the Little League field, all I had to do was start fielding and hitting, and then I became just one of the team.
My dad taught me this: Regardless of the things you go through, you’ll find peace if you’re happy with where you are, grateful for what you have, and find a way to belong.
Those childhood lessons have stayed with me throughout my career.
The most renewable energy resource is human energy. Finding a way to uncork your energy is important, especially in tough times. Life isn’t a linear progression, where every day is better than the one before. We go a few steps forward, then a few back.
That means life is more like a vector. A vector is a mathematical term for an object that has both force and direction. It’s an arrow. Your direction might be toward fulfillment, happiness, connection, and belonging. But that’s not enough. You need the force of day‐to‐day energy and purpose: What’s my sense of meaning when my feet hit the floor every morning? Even when times are tough, I need to have something to look forward to. And it’s up to me to adapt and keep my energy, my force, and my direction moving.
For me, joy is my momentum and my life force. Joy gives me that energy. I re‐create that energy and come back to it every day. I want the people I influence to capture the same moment. I don’t want to settle for anything less. None of us should.
Joy at work
Joy isn’t just a personal pursuit. I quickly learned the importance of joy at work, too.
After college and business school, I stumbled into consulting. I loved it because I was constantly encountering new ideas. Consulting is the hidden growth industry. It’s an index for change in our broader social and economic universe. When companies are facing major change and transformation, they often call on consultants to help them make sense of it, and to adapt.
Coming from a family of teachers and coaches, I loved an industry that’s all about helping companies, teams, and individuals achieve their full potential. I embraced the team environment, just like on a Little League team: Are we gonna win the championship this year?
In my early days, people called me the “mood manager.” I was the class provocateur and jokester, throwing my rugby ball around in the conference room, making friends, and enjoying my time on teams. I knew that I had to stay open and curious to be good at my job and to enjoy it. My models and mentors showed me how to stay open to learning and to my natural curiosity.
A few years ago, I took on the role of managing partner and chairman at Kearney. Leading a global team of teams—a global people business with thousands of colleagues—provided me a perfect platform for joy as an inspirational touchstone and guiding principle. Consulting is a people business, but I don’t want the people at the firm to “perform.” I want them to thrive.
As a start, we did some research to understand the current state of joy at work for people around the world. We asked people what they expect from work versus what they actually feel. We quickly identified a troubling joy gap: More than half of the working adults we surveyed feel less joy at work than they’d expect—across all generations, geographies, and organizational levels. That original survey was in 2018, and when we surveyed again three years later, the joy gap had grown even more. The joy gap is real and has been for a while.
It affects people in all kinds of companies: small businesses and big companies, start‐ups and established firms, in all industries. And it affects people at all levels in an organization, from entry level to the C‐suite.
Most people want work that is fulfilling, positive, and inspiring. So why do so few of us actually have that experience?
I have a few ideas.
People, praise, and purpose
Our firm has doubled down on understanding joy at work, and our research has found three major difference‐makers: people, praise, and purpose.
First, people. The pandemic banished us all to our distant corners, and through that isolation, we learned the value of community and social connections. We missed our neighbors, our colleagues, and our friends.
Finding a way to foster social connection at work is a primary way to keep the forward force of joy in your organization.
Second, praise. We all want to be acknowledged for our efforts, contributions, and successes. Leaders who are generous and specific with their praise build more joyful teams.
Finally, the big one: purpose. We’ll talk a lot more about purpose in this book because it’s such an important baseline condition for joy. When we understand our organization’s purpose and our very specific role in that broader purpose, we can unlock new motivation, satisfaction, and joy. I am inspired by the Japanese word ikigai, which roughly translates as “a reason for being.” We’ll explore ikigai more in Chapter 5.
Joy, justice, and a better world
That’s the baseline for why joy matters to me—personally and at work.
But where does joy fit in a world that is navigating complicated, painful divisions and reckonings?
