3. ROI of happiness
Job burnout
Turnover intentions
Absenteeism
Organizational Citizenship
Behavior
Job performance
Customer service
Likability as work partner
Group cooperativeness
Creative episodes
Exploration strivings
-0.6 -0.4 -0.2 0 0.2 0.4 0.6
Lyubormirsky, King and Diener (2005)
4. Happy customers are
more loyal.
They pay more for a
great experience.
They talk about their
brands.
6. We think we know what
makes us happy.
(But we don’t really).
7. As wealth increases,
happiness does not.
Easterlin Paradox (1974)
GDP per Capita ( Thousands
% Survey Responses
80 45
Pretty Happy
40
60 35
of dollars)
30
25
40 Very Happy
20
15
20 10
5
Not Very Happy
0 0
1972 1976 1980 1984 1988 1992 1996 2000
Year
Source: Bureau of Economic Analysis (GDP data)
General Social Survey Data from 1972 – 2006. Question : How happy are you? (Very Happy, Pretty Happy, Not Very Happy). N = 1500.
10. When we do achieve
’happiness,’ it fades. We
adjust surprisingly quickly.
12. Are we commoditizing happiness?
If we do a, b and c – we’ll be happy.
How are we measuring success?
By what you have acquired or achieved?
How might we rethink happiness?
If the goal is not to find happiness.
13. 1 DESIGN FOR FLEXIBLITY
The meaning of happiness shifts
over the life course.
33. Higher
Purpose
Achieved when you feel a part of
something bigger than yourself and
the shared goal matters significantly.
34. Drivers of happiness
H
Feeling that you are part of something
meaningful. Achieved when you feel a part of
something bigger than yourself and where the
Higher shared goal matters significantly.
Purpose
Perceiving that you are in control of your future
A
path, able to work on what you’re good at while
learning new skills. Achieved when you feel you
have the trust from yourself and others to make
Impact Autonomy critical decisions.
P
Cultivating meaningful relationships. Achieved
through shared experiences where collaboration
is meaningful, innovative, and fun.
People
I
Having your work touch the lives of others.
Achieved when you feel valued and see the
concrete, measurable, positive difference that
you’re actions have on others as you drive toward
excellence.
35. Drivers Kryptonites
Higher Confusion
Purpose
Autonomy Fear Lack of
Impact control
People Loneliness
36. Companies resemble their leaders
Higher Autonomy People Impact
Purpose
John Mackey Larry Page Tony Hsieh Steve Jobs
WHOLE FOODS GOOGLE ZAPPOS APPLE
84. We think we can attain happiness.
And often ask, how can I get happier?
But people don’t know what really makes
them happy (although they think they do).
Rather than trying to get happy or be
happier, could we rethink happiness?
85. BOOKS
Annette Simmons Julie Fuoti & Lisa Johnson
Jennifer Aaker and
Andy Smith
Nancy Duarte Robert McKee
Jack Maguire
Nancy Duarte Chip & Dan Heath
John Walsh
Jonathan Harris &
Sep Kamvar
Andy Goodman
Stephen Denning