Happyshifting: Is it possible to promote it from the leadership?

The perspective regarding how people want to live is changing, and it seems to me that one of the aspects where there is a great success is in wellness prioritization.

It is no longer a question of generating a financial benefit only, but of authentically incorporating a series of elements that make well-being an integral condition.

The expectation on these issues is high, that is, people are not satisfied with simply being well, but with reaching higher standards that even favor their happiness. The challenge begins with determining if happiness is something that can be obtained from similar experiences for all or if it is a very personal state where each one must work the reality of it to reach this condition.

• Related article: "Psychological well-being: 15 habits to achieve it"

What is happy shifting?

According to Daniel Lyons and Montse Ventosa, who created the concept of "happyshifting", it is possible standardize conditions that help people to be happier, mainly in the workplace. The proposal promotes balance as the basis of the relationship between collaborators, between personal life and professional and the integration of everyone in the company as a fundamental part of productivity and innovation.

An important paradigm shift is related to competitiveness, which should be aimed at eliminating negative competition and instead promote solidarity. It is about understanding what true collaboration is and the real meaning of teamwork. With this, the competition that disqualifies disappears and is replaced by the idea that "you only win if we reach the finish line as a team".

Creating a space that promotes happiness, from my experience, starts with defining a business purpose. If the company is capable of clearly and simply defining its purpose, the sense of collaboration and contribution of value among collaborators its transformation will begin, since it will be clear to each member how they want to contribute to the fulfillment of that purpose from their area professional.

The second relevant aspect has to do with the leaderships. How can the company change the egos of its leaders for a true guide, a leadership based on coaching that generates horizontal structures of participation, rather than hierarchical structures of ego and negative competitiveness?

One way to address this problem is through changing the way performance is recognized. The company must reward the work processes, instead of seeing the result only. Must measure the impact on team members and performance achieved. And only recognize teams, not individuals. To do this, you must adopt new work and personnel management schemes and find new personnel promotion processes.

The model requires the commitment of the company and also the collaborator.

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The creation of new workspaces

The company must offer physical spaces and working conditions that contribute to the well-being of the collaborator. These spaces must be prepared for reflection, the free and respectful exchange of diverse ideas, active rest (which is the one that helps to clear the mind so that it opens up to greater inspiration), and creative horizontal collaboration.

Physical spaces must be accompanied by a mentality of openness and support for freedom of work styles. Here leadership training is key, because if his attitude is contradictory, the functional strategy will be inhibited. And a key element for the success of the strategy is the formation of self-confident leaders. If this condition is not achieved, the fears of the heads will generate uncertainty and a decrease in the freedom of the collaborators to take advantage of the investment in conditioned spaces.

The collaborator must assume his responsibility about what happens at work and for staying in constant personal and professional development. He must also make proper use of the spaces by ensuring that he gets the most out of them and encourages his creative and constructive participation to promote the competitiveness of the team and, consequently, of the business.

The strategy will only be successful if it is adopted as a culture change, where all members of the company decide to be transforming agents or happy shifters.

• Related article: "What is the organizational culture? Features and components"

The features of the happyshifter

To be a happyshifter, or a person committed to this idea of ​​change, here are some characteristics that you can adopt:

• Know yourself well and design your life taking into account personal and work balance and providing enough detail to know what is a priority for you. This way you will be able to identify the most suitable team for you and join in collaborating with the sufficient compatibility of values ​​and preferences.
• Evaluate if you have an entrepreneurial personality, high quality standards in your contributions to a team and if you are someone with a positive vision of the world.
• Find out if you are capable of reinventing the future and providing the way to make your proposal a reality.
• Check if you are willing to take responsibility for your life and the results you get without blaming others and driving your own path to success.
• Identify if your thinking leads you to continuous improvement and to overcome personal challenges.

If so, you have the necessary characteristics to integrate into the culture of happyshifting. And if you don't meet any of these requirements and you like this culture, don't worry, remember that skills can be built. And for this you can turn to your coach, psychologist or life-counselor. The tools they will share with you will help you achieve the high performance you want for your life.