The Adtagonist: Happiness can buy money

by Carl Cardinelli (@CarlCardinelli) Do you wake up with unbridled enthusiasm to go to work and see your colleagues? If not, why not?

Employee happiness is by no means a new concept in business. No longer a luxury reserved for the likes of Google, Zappos and Apple. So why is it, then, that in South Africa our industry is so far behind, or worse, refuses to adapt and see the benefit of enthused staff? For a trade that relies upon ideas, imagination, strategic thinking and artistic freedom, why is it that our leaders reward the overworked with badges of respect and belonging?

If you’re not exhausted — you’re not working hard enough. If you leave the office before 7pm — you’re not a team player. Oh, you went out last night? That hardly shows your commitment to the agency. You had plans to go to your grandmother’s funeral on Saturday? Lol. That’s nice — you can Skype in during my smoke break.

We’ve all heard (and lived) the horror stories that are usually attached to profit-driven medium-to-large agencies. However, now backed up by hard statistics and neuroscience, companies may no longer deny the value in happier, healthier employees. The US estimates a loss of over US$11bn a year due to employee turnover. It’s a big number, especially when considering the true cost of refusing to change: When working your staff to the bone, you are essentially training up an army for the competition.

Employee happiness vs employee engagement

The latest buzz-debate over the difference (if any) between employee happiness and employee engagement is a tricky one. It is (now) claimed that we should no longer believe that we have the power to make our employees happy, as happiness is an intrinsic state of being. Only you can make yourself happy or unhappy. In other words, employee happiness is controlled by the employee.

Employee engagement is controlled by the employer, whereby we have the opportunity to provide a satisfying working environment for our staff.

The equation looks like this: Employee Happiness + Employee Engagement = Workspace Happiness. For all intents and purposes (other than the already tortured-ness of this dispute) let’s continue to consider employee happiness as exactly what it is. The happiness of employees.

First tip — don’t be a douche

If you acknowledge those who work hard, but not those who work smart — you’re an asshole. If you drop backhanded comments, or roll an eye at someone who leaves on time due to prior commitments — you’re an asshole. If you value profits, awards, your ego or pride above your employees’ happiness — yes — you’re an assh…no, wait. You’re not an asshole. You’re just stupid. Here’s why. Who’s more likely to crack the big idea? A sleep deprived/deflated/demotivated/coffee-ridden/non-loyal/overworked/seven-projects-on-the-go zombie, or the well-rested/well-balanced/relationship-maintaining/coffee-ridden/seven-projects-on-the-go woman laughing that the client, after damn near 10 years, still requests virability in the deliverables. It’s not conclusive, but my money’s on coffee-breath no.2.

Not convinced? There’s a very real science to this. A lack of REM sleep results in our neuroreceptors losing sensitivity to serotonin and norepinephrine. All right, Bill Nye, science rules. What’s the point? This leads to impaired cognitive function. Yes, the very shit we rely on for creativity, strategic thinking and idea-generation is dampened with every lost hour.

There are infinite schools of thought around the fundamentals of employee happiness. I’m going to assume that the obvious is obvious, ie clear career pathways, goals, regular performance reviews, constructive feedback, exceptional leadership etc. Here’s what I believe to be the six pillars under which all elements of a happy workspace reside, and the reasons you should care.

1. Balance

This is paramount. Your staff work hard for you, and deserve happy, healthy lives in return. Things such as fewer and/or flexi-hours mean that employees will be well-rested and work even harder for you. They now have time to go for a morning run, walk the dog, do their shopping or simply skip traffic. Most of all, it allows employees a shot at the elusive eight hours — without sacrificing their lifestyle to get it. This means that, come pitch day or campaign delivery, staff are willing to put in the damn near 24-hour days required to deliver stellar work. They’re enthused. They are happy to, as it’s not the norm.

The greater work/life balance your employees have, the happier they are. The happier they are, the more (positively) productive they are. What does that mean? A greater shot at effective, meaningful work that ticks both the client’s box and your own. Client’s sales? Up. Your agency’s fame and fortune? Up.

2. Recognition, rewards and perks

This is the obvious one. However, paid days off, free coffee and bonuses are just the start. Showing an employee how much the company appreciates, respects and values them at an individual level may be much more gratifying. The small stuff all adds up. When they’re brave, take risks and show commitment; reward them. Publicly. A monetary reward for bringing in new business. As soon as you can afford it: dental, gym memberships, and surprise bacon breakfasts. Bacon lets employees know that you deeply care about them, and their families.

If the agency is doing well, let that reflect in the pockets of your employees. Stop waiting until that talented young copywriter (whom you’ve been lowballing for years) says that she’s been offered another job before offering her an increase. When you’re in a position to, pay them what they’re worth. “Train them well enough so they can leave. Treat them well enough that they don’t want to.” Richard Branson said that. Smart guy.

3. Environment

We picture agencies as these magical places filled with jumping castles and beanbags around the conference table; however, office space is just one element of environmental contributions to happiness and culture. Sure, things such as plants, table tennis, open space, natural light and beer on tap helps, but consider creating a space that is conducive to creativity and collaboration. Conducive to play. When considering environment, employees should feel connected to the organisation and positive experience.

Underneath the environment umbrella, we also need to consider the employees themselves. Your colleagues. The most important person in your agency is the person responsible for hiring. Culture is intrinsicly linked to happiness, and vice versa. Consider that you spend more time with your colleagues than your friends or family. The goal is to hire people whom you consider to be friends and family. People who believe in your company culture. Your success depends upon it.

4. Responsibility

This really works. By relinquishing more responsibility unto your colleagues in all levels of the business, you’re fostering a sense of ownership in your agency, and true investment in your (or their) brand.

Put someone in charge not only of every project, but of every sense of the business. A head of culture, head of tech, head of fines. The list goes on. Then consider allowing teams to work on the actual business development. Let those who have developed the creative thinking see the execution through to the end.

By designating leadership, you create a strong sense of ‘team’ by blurring the lines between boss and employee. Good leaders create leaders — not followers.

5. Development

Train your staff. Make learning a priority. Spend as much as you possibly can on things such as Design Indaba and Lynda.com. By fostering a culture of developmental support, such as up-skilling and career mentoring, you are telling your employees that you are invested in their potential greatness. Encourage individualism. Grow your staff on every level and, in turn, they will reward you with better work and loyalty.

6. Vision: the big picture

If they know where the company is headed in terms of vision, values and goals, they’ll feel more a part of the brand and revel in its successes and stick it out during the losses. One of the most (mutually) rewarding benefits you can provide your employees with is an opportunity to directly contribute to the greater course of the company.

Transparency is key here. Let employees know the truth about the state of the company, and let them sit at the same table when discussing its future.

The bottom bottom-line

If you’re an employee, find a place that you are truly happy to get up for every day. When you find it, stick it out until your feelings change, or you cannot progress any further.

If you’re an employer — THIS IS A NO BRAINER — happy employees will work harder for you. They will support you. Stick by you through the good and, more importantly, the bad. They’ll trust you.

What is that worth? When you’re treated with respect, have a well-balanced work/life ratio, a meaningful level of responsibility and, well, consider your colleagues as a second family, happiness ensues. Happy employees are likely to give you their all, not only because they love their job, but because they become ambassadors of your brand. They are invested in your agency’s success, because they love their job and don’t want it to go away.

Happiness at work: No longer the hippy spin-off of Microsoft’s success

So what is employee happiness worth to companies? In short: everything. To all the die-hard skeptics who persist with their militant view of what a job should be, consider the title of this column. You don’t hate money, do you? Why do you hate money? Money buys beer…aka happiness. When employees find somewhere that truly values them as individuals, and rewards them for their achievements beyond money, they will stay. Everyone’s searching for his or her ‘ideal job’.

My advice? Don’t get left behind and, if you’re not focused upon fostering a culture of happy, healthy, productive employees, you will be. Consider this: Time is the most precious gift that you can give, as you’re giving a portion of your life away that you will never get back. Who deserves yours?

 

Carl Cardinelli (@CarlCardinelli) began his career in branding and communications in 2003, spending the better part of six years establishing himself in London. Upon his return to South Africa in 2012, he was selected to lead Utopia, the “screw-the-line” agency based in Cape Town. When not heading up a team of unruly young admen, he can be found brewing his own beer, picking out a new pair of sneakers or travelling the globe in search of live music. Carl contributes the new monthly “The Adtagonist” column, in which he will be challenging perceptions of the advertising industry and its practices for the next generation of marketers, to MarkLives.com

— MarkLives’ round-up of top ad and media industry news and opinion in your mailbox every Monday and Thursday. Sign up here!