Too many leaders take the easy road. They copy-paste management approaches from other companies in their context. Just because these methods worked for others doesn't mean they will work for you. And as a result, they don't see impact.
Because every organization is unique. Just like their leaders, each company is different from the next. And it's normal because people, unique individuals, are the ones that form organizations.
The key to improving, whether that's employee happiness, or growing the business, is about taking small steps and making constant adjustments based on the feedback you receive from your employees or the market.
Therefore, we encourage not spending great amounts of resources all at once on big strategies that could disappoint. It's far more effective to work gradually and make daily, small, yet, effective changes. Doing so can help you learn from your successes but also mistakes, can save you time, money, and keep you away from frustrating situations.
And that is exactly the philosophy behind the famous Japanese approach, known as the Kaizen Strategy. It's all about incremental improvements that occur continuously, thanks to active adjustments.
Simply put, for the company engine to run, at the end of each working day, at least one slight improvement needs to happen. And it doesn't matter if it's an employee's success or a team's one.
Darren Hardy is the author of a book called "The Compound Effect," published more than ten years ago. In his book, he talks about the exact same thing - getting huge rewards after small, almost insignificant, yet constant actions. He goes even further and compares this growth approach to the butterfly effect, meaning that any neglectable change that occurs, such as the gentle flap of a butterfly's wings, can have a considerable impact on a larger scale. Therefore this technique is not new but one known to be effective regardless of the organization's size.
Now, we know that all this sounds easy in theory, but creating an environment of continuous improvement within the organization is not a one-person job. No. It can't be done just by the company leaders. Even so, the leaders have a very significant task as they are the ones who need to pave the road for their employees to become actively engaged in this approach.
But what exactly should you do as a leader? Well, in our opinion, there are three important paths that you should take to encourage a culture of constant improvement:
In order to improve, each organization needs to have patience and take small but determined steps each day. More so, leaders should understand that there is no such thing as organizational advancement without the real engagement of their employees. And there is no employee engagement without communication, respect, and empowerment.
Thus, the final pieces of advice we can give you today are very simple to apply. Get in touch with each individual and ask them how they are doing. Furthermore, encourage them to become better and help them excel. Last but not least, don't let them feel like a brick in the wall but inspire them to become builders who put brick on brick and build something magnificent together.
Workshops have become a pivotal part of organizational growth and learning.
Unlock the secrets to reviving an unhappy team: Dive into strategies that transform workplace vibes and boost productivity.
Embrace innovative mentorship and bridge the gap between traditional approaches and the dynamic needs of your team members
In any organization, success fundamentally relies on the efficacy and productivity of its teams.
Recently, I came across a quote that really resonated with me: "Coaching is no longer a specialty. You cannot be a good manager without being a good coach."
A while back, I had the opportunity to read Barbara Kellerman's book "The End of Leadership." And that got me thinking.
There's this old saying, "there's a first time for everything." And we totally agree with that statement.
At Hapkey, we want to create a solution that gives teams more abilities to drive continuous team improvement, to be used by the leader and their team, not by the HR department.
Blue Monday, the third Monday in January, is often considered the most depressing day of the year.
It's the beginning of the year, so we decided to make a retrospective of 2022.
When it comes to human interactions, staying unbiased is no easy task. And that’s natural.
What makes a good leader? What springs to mind when you hear that question?
It's no wonder our minds are simply too weary, too tired to focus. The result? We end up being labeled as quiet quitters
Over the years, we have repeatedly raised the alarm, explaining how costly it is for organizations to have high turnover rates.
Studies show that, on average, within each working hour, employees check their emails 30 times. Yes, that means every two minutes.
Studies show that, in fact, many companies don't manage to achieve a response rate of more than 50%.
The person you’re coaching finds their own path to excellence. It’s simple to explain but difficult to master.
How many employee survey tools do you think are out there? Can you even grasp such a number? Don't worry if you can't.
At Hapkey, we’ve used the following workshop to surface unhappiness factors and to — empower — the team to fix problems themselves, rather than you, the manager, being the “fixer”.
Inflexible return to office policies is hammering employee experience scores.
Simply put, the customers' satisfaction rate is directly connected with the employees' journey.
Specialists say that humanity already lived, back in 2020, through a recession triggered by COVID-19. However, it is considered to be the shortest downfall in history.
The modern leader is the one that shows the problem to solve and not the one who explains how to solve the problem.
It’s no secret that the COVID-19 pandemic has shifted the world, making companies review their ways of conducting business.
Each day, more and more companies realize the importance of happiness at work, understanding its vital role in retaining the labor force
By the end of 2021, more than 4 million employees had quit their jobs in pursuit for better opportunities. And that left a big vacuum in organizations.
A recent statistic shows that almost half of the surveyed workforce claims that their lives have been altered in the last two years
Recently, we raised the alarm on the Great Resignation. We took the chance to discuss the matter and offered some tips on how to tackle the issue. Yet, this being such an important topic, we decided to extend the discussion.
The secret for a successful business is to actually manage to keep the employees within the company, not just bring them into the team.
Feedback is not a one-way road. You don't only ask for the employees' opinions and leave them hanging. You have to also be able to start a conversation based on these insights and act upon them.
Ask any team leader about the decisions they make when it comes to leading their employees, they will tell you that everything they do is to benefit the organization.
Research shows that people who are assigned boring and repetitive tasks are more likely to get distracted when working outside the office environment.
Discussing an issue makes people feel more confident about finding a solution.
Each organization is unique, and its culture is cultivated in every single interaction between employees.
There is no such thing as private and professional happiness. There is just one universal happiness formed by multiple parts.
There's no secret that in order to have high-performing teams, all members need to be happy.
To be successful in business, you need more than talented people on your team.
More than often, leaders are being perceived only for their management skills.
As a general rule, people don't usually like showing off their vulnerabilities
Does happiness have to end when the workday begins?
We went looking for answers. This is what we discovered.
Recently, a study that started in 2011 presented an actual scientific link between high-performance teams and the level of happiness of their members.
Sadly, on average, people tend not to be very fond of their jobs. They see their work as a necessity but not as something enjoyable.
Management has no idea that their employees are unhappy and are ready to abort the ship
People have become more acutely aware that we need to have a digital way of working relating to HR.
Always follow up with your employees to understand their situations and problems that they might face.
Rather than focusing on engagement, concentrate on happiness.
Alexander talks about how Frank Digital works towards a happier work environment
Marija shares her story of using Hapkey at Ombori.
Hapkey's CEO, Marcus Castenfors, had the pleasure of interviewing Henrik Kniberg this week.
Hapkey's CEO Marcus Castenfors joined the podcast "Fika med oss" this week to talk about employee happiness and organizational change.