ORGANIZATIONAL HAPPINESS PART 3: WHAT KIND OF HAPPINESS DO EMPLOYEES VALUE MOST?

Entering the corporate world is like stepping into a minefield of emotions and expectations. What employees seek in terms of happiness is a question that, although seemingly simple, is filled with complexity. Imagine yourself on a journey through the world of organizations, where each individual is a universe of experiences, values, and aspirations. In this scenario, the pursuit of workplace happiness becomes an endless challenge.

Today, I want to delve deeper into understanding that the pursuit of happiness at work is a complex matter, where each employee represents a unique world of experiences, values, and aspirations. In this text, we will explore the complexity of happiness in the workplace and the crucial role of the Chief Happiness Officer (CHO) in this journey. Throughout this article, we will dive into two fundamental perspectives: “Being Happy In Your Life” and “Being Happy About Your Life,” highlighting how these views intertwine and influence employees’ pursuit of happiness. Additionally, we will examine short-term versus long-term happiness choices, as well as the cultural influence on these decisions. We will reflect on the importance of organizational culture and climate in promoting employee well-being and discuss the CHO’s role in creating an environment conducive to flourishing. By the end of this text, it will be clear that the pursuit of happiness at work is a nuanced journey that deserves a thorough and continuous analysis, with an emphasis on sustainable well-being as the central goal.

To do this, let’s revisit the practical example of the company mentioned in “Part 2, previously published.” This company heavily invested in well-being programs, believing that by providing services like gyms, relaxation spaces, and mindfulness training, it would ensure the happiness of its employees. However, despite all these initiatives, the company faced stagnant engagement levels and high employee turnover. What went wrong?

As mentioned in the previous parts of this article series, happiness is not something that can be easily captured in spreadsheets or accurately measured through numbers and graphs. It is a subjective state deeply rooted in our personal experiences, influenced by a myriad of factors, from interpersonal relationships to a sense of purpose and achievement. That is why, when questioning employees about their perceptions of happiness in the workplace, we are met with a diversity of responses. Each individual brings their own experiences, values, goals, and aspirations, making it virtually impossible to catalog all these answers into a single definition of happiness.

The Dilemma: “Being Happy In Your Life” or “Being Happy About Your Life”

At this point, I want to refer to Daniel Kahneman’s provocation: “Being Happy In Your Life” or “Being Happy About Your Life”? Although, at first glance, these two perspectives may seem interchangeable and are often confused, the depth of their implications takes us into a territory of reflection and discernment. We are not referring to the happiness one feels at a barbecue with college friends or the satisfaction of completing a challenging project; we are exploring the search for happiness that transcends the fleeting moment and extends throughout the journey.

What I intend to help you understand is that “Being Happy In Your Life” and “Being Happy About Your Life” do not always go hand in hand, and every CHO should seek to find behavioral tools to bring about this convergence. In other words, more than just finding the sense of happiness, the aim is to foster a healthy environment that encourages employees to recognize their own values. In other words, while CHOs have long been trying to understand what kind of happiness they should promote in companies, they rarely ask which version of happiness employees are pursuing. If we want to find ways to stimulate happiness among employees, perhaps it is easier to try to understand which one we truly want to cultivate.

Choices of Happiness: Short-Term vs. Long-Term

There are some very interesting studies on this topic that are worth highlighting regarding this issue within companies worldwide. It is quite noticeable that among thousands of professionals surveyed, aged between 21 and 65, there is a similarity in the choice they would make between lived happiness and experienced happiness (life history). One of the conclusions is that choices varied according to the remembered period—and according to culture.

For instance, for American professionals, the happiness they desired for the next day was different from what they said they wanted for the rest of their lives, even acknowledging that the next day is part of life. What is more intriguing is realizing that people, when making decisions hour by hour, tend to live different types of happiness than the one they desire for their entire lives, thereby moving further away from the happiness they seek.

The Choice Dilemma: Living in the Present or Planning for the Future

In a study conducted with American companies, employees from different hierarchical levels were asked to choose between lived happiness (“the moment when you feel happiness”) and experienced happiness (“when you remember moments in life and feel happy”)—over a longer period (a lifetime or next year) or a shorter period (the next day or hour). The results showed that most preferred lived happiness when choosing for their entire life (82%) or the next year (69%). In contrast, there was a technical tie between participants who chose both lived happiness and experienced happiness when asked what they would like in the next hour. These results were not influenced by factors such as position, age, family income, marital status, or whether they had children.

The Cultural Influence on Happiness Choices

In this study, after participants informed their choices, they were asked to write a few lines explaining their reasons. For those who chose lived happiness, the most convergent reason was that they adopted an ideology of living in the present, as, for them, the present moment is more important since the future is uncertain and life is short. On the other hand, the explanations given by those who chose experienced happiness varied from the desire for a more meaningful and lasting happiness to the motivation to build a life of good memories, to feel useful, engaged, productive, and proud of what they do.
In the same study, a new challenge was presented where people became more reflective when they had to think in longer time frames, such as their life up to retirement. At that moment, the vast majority expressed a desire to live in the happiness of the present. However, what stood out the most was that, when thinking about the next day or hour, an “ethic” became evident among most participants. In those moments, these workers showed a tendency to set aside fleeting happiness and prioritize their current work, aiming to look back in the future and be proud of their own journey.

Lessons for the CHO and Reflections for Everyone

In this part of the research, it’s worth highlighting the role of the Chief Happiness Officer (CHO), as the idea of postponing happiness is necessary, of course, during certain periods of life. However, making it a strategy for one’s entire life, whether personal or professional, tends to lead to an inability to recognize opportunities in the present that are also important for life and worthy of being celebrated. These dismissed moments accumulate, and over time, one might realize that failing to acknowledge one’s feelings is itself a state of unhappiness.
This referenced study was presented from diverse perspectives and with rigor to avoid distortion of the results. For instance, there was a concern that participants receive varied definitions of experienced happiness to check if any particularity was skewing the outcome. The perspective of the time frames considered (“an hour today” versus “an hour at the end of one’s life”) was also taken into account to see if urgency or impatience was influencing choices. The fact remains that, when considering their whole life, these workers opted for lived experience; however, when it came to the next hour, half of them chose experienced happiness.

The Influence of Culture on Happiness Choices

Another crucial aspect is that this research extended to other cultures. With the same perspective—between lived happiness and experienced happiness—for the next hour or for one’s entire life, involving almost 500 individuals in other European countries and the same number in Eastern countries, such as China and Japan. Just like the Americans, when choosing happiness for a lifetime, the majority of European workers (69%) preferred lived happiness over experienced happiness; however, when choosing happiness for the next hour, the ethical sense also emerged strongly, with most (65%) opting for experienced happiness. In contrast, Easterners preferred happiness to permeate decades. The majority of Eastern participants chose lived happiness over experienced happiness, regardless of whether the choice was for a lifetime (89%) or for the next hour (80%). It is believed that Eastern cultures have a deeper conviction in choosing lived experience due to the longstanding religious and cultural history present in those countries, which teaches the value of meditation and the appreciation of the present moment.

The Versatility of Happiness Choices

The fact is that responses depended on whether people were choosing the small moments of life or life as a whole, and on their place of origin. While the pursuit of happiness is so essential that it’s called an inalienable right, the type of happiness that people choose is, and will always be, surprisingly malleable.
The pursuit of happiness in the workplace is a complex and multifaceted challenge, reflecting the diversity of people and their cultures. Happiness perception varies between individuals, influenced by factors such as personal values, cultural perspectives, and the time span under consideration. However, the key to success in the corporate environment is recognizing that these perspectives are not mutually exclusive. They can be integrated in a way that creates a healthy and motivating environment. Instead of imposing a single definition of happiness, fostering an environment that values and integrates both perspectives is crucial.

Reflections on the Complexity of Workplace Happiness and the Role of the CHO

Being a Chief Happiness Officer (CHO) means navigating the emotional labyrinth of the organizational world. The pursuit of employee happiness is a journey that challenges us to explore the depths of human experience—a complex puzzle that requires careful analysis. In other words, imagine yourself in an organizational world where each individual is a unique universe of experiences, values, and aspirations. In this scenario, the search for happiness at work becomes a journey filled with mysteries, one that leads us down winding paths and challenges our understanding.
As previously mentioned in this series of articles, happiness cannot be captured in spreadsheets or measured with numbers, nor is it easily explained or defined. It is a deeply personal experience, rooted in a web of factors that range from interpersonal relationships to a sense of purpose and fulfillment. Therefore, when we ask employees about their perception of happiness in the workplace, we encounter a rich tangle of answers, each reflecting the uniqueness of their experiences.
Consider the example of the previously mentioned company, which heavily invested in well-being programs in the hope of ensuring employee happiness. Despite their efforts, the company faced a dilemma: stagnant engagement levels and high employee turnover. I ask again: What went wrong?
If you believe there is a simple and universal answer to the search for happiness in the workplace, you are completely mistaken. The complexity of happiness in the organizational context goes beyond the notion of a ready-made formula or shortcut to full satisfaction. It is an intricate journey, deeply rooted in individual perspectives and influenced by the cultural nuances that shape the company’s identity. In organizations, happiness is not an isolated phenomenon but rather a reflection of the organizational culture that permeates reality. It is intertwined with attitudes and values that extend from the highest executive level to leadership at the grassroots of the company. Workplace happiness has to do with valuing each employee, recognizing their contributions, and fostering a genuine sense of belonging.
In this sense, understanding the difference between an emphasis on happiness and an emphasis on well-being is crucial to deeply exploring the complexities of the work environment and individual experiences. This is likely where the cited company failed, as these two perspectives offer distinct yet interconnected approaches to the pursuit of a more meaningful and fulfilled life.
In the company’s case, it is clear that the emphasis on happiness often centered around the pursuit of positive emotions, moments of joy, and immediate contentment. This perspective values instant gratification, maximizing pleasant experiences, and minimizing discomfort. It is like chasing the feeling of happiness that arises from savoring a delicious meal, spending time with dear friends, or achieving a personal goal. However, as I have witnessed, this approach has its limitations. It disregarded the importance of long-term balance and cultivating a deeper sense of meaning and purpose in life. The relentless pursuit of momentary happiness can sometimes lead to impulsive choices or avoiding challenging situations that, in the long run, may be beneficial for personal growth.
On the other hand, the emphasis on well-being is a more holistic and comprehensive perspective. It recognizes that well-being is not just about pursuing momentary happiness but involves taking care of all aspects of life, including physical, emotional, mental, and social health. It’s an approach that sees balance as fundamental. Well-being includes caring for mental health, adopting a healthy lifestyle, investing in self-development, and building meaningful relationships. It involves acknowledging that life is a journey that includes both happy moments and challenges and adversities. Developing emotional resilience and the ability to face these challenges is an essential part of well-being.
One of the main distinctions between the emphasis on happiness and the emphasis on well-being is that the latter considers the sense of purpose and fulfillment as fundamental elements. This means that well-being goes beyond the pursuit of positive emotions in the present moment and extends to cultivating a life with meaning and contribution. Integrating both perspectives can be highly beneficial. This involves recognizing the importance of momentary happiness but also investing in developing internal resources that promote resilience and the ability to face challenges. It means seeking a balance between the pursuit of immediate gratification and the cultivation of a deeper purpose.
For companies, this translates into creating work environments that promote a sense of belonging as much as the well-being of employees. This may include wellness programs, mental health support, learning and development opportunities, and fostering a culture that values both happiness in the moment and long-term growth.
I want you to understand that integrating these perspectives can lead to a richer (Being), more balanced, and meaningful life, where the pursuit of happiness is not the focus but becomes a mere complement to developing sustainable well-being. It is a journey that acknowledges the complexity of human experiences and seeks to create an environment where people can navigate their own path toward personal fulfillment and flourishing.
That’s why healthy work environments are intrinsically linked to collaboration and respect for the uniqueness of each individual in a truly diverse setting. Integrity plays a vital role, as mutual trust is the foundation on which healthy relationships are built. It’s important to recognize that the pursuit of happiness at work is not limited to a single perspective. It involves a clear and objective differentiation between “Being Happy In Your Life” and “Being Happy About Your Life.” While these perspectives may seem interchangeable, as we have seen, they bring profound and distinct implications.
It is worth remembering that “Being Happy In Your Life” refers to the pursuit of happiness in the present moment, valuing everyday experiences and immediate satisfaction. On the other hand, “Being Happy About Your Life” encompasses a broader search that extends throughout the professional journey, incorporating a sense of purpose, achievement, and meaningful contribution. Understanding and integrating both perspectives is essential to creating a healthy and motivating work environment. This means that companies should foster a culture that allows employees to seek happiness in their daily lives while encouraging them to consider the meaning of their contributions in the long run.
In conclusion, happiness in the workplace is not a final destination but an ongoing journey. It is shaped by the complex interaction between values, human relationships, organizational culture, leadership, and management. Therefore, Chief Happiness Officers (CHOs) play a crucial role in leading this journey, creating an environment where people can follow their unique path in the workplace, contributing to the organization’s long-lasting success. However, this does not mean that the responsibility for promoting employees’ happiness and well-being should be left solely to the CHO or shared only at the leadership levels—quite the opposite.
Understand, therefore, that the CHO plays a fundamental role in integrating these perspectives. Rather than imposing a model for the pursuit of happiness, the CHO must foster an environment where employees can explore and express their own versions of well-being. This requires a deep understanding of the choices each individual has in the short and long term, as well as the cultural influence on those choices, but at the same time, everyone is a stakeholder in this journey.
Recalling the study presented, professionals from different cultures were asked about their happiness choices. The results revealed a surprising complexity. Americans often prioritized momentary happiness, while others preferred a more enduring and meaningful form of happiness. These choices varied based on culture but also on short- and long-term perspectives.
Additionally, research has shown that people tend to delay happiness in favor of future goals. While this may be necessary at certain points in life, it’s essential to recognize that chronically postponing happiness can lead us to miss out on significant opportunities that are also sources of joy and fulfillment. These reflections remind us that the pursuit of happiness at work is an intricate and multifaceted challenge, reflecting the diversity of people and cultures. The key to success lies in acknowledging that these perspectives are not mutually exclusive. They can be integrated to create a healthy and motivating environment.
In this context, the CHO must foster a culture of flexibility, recognizing that each employee is unique and has their own needs and aspirations. Encourage open communication and support the balance between professional and personal demands. After everything we’ve seen so far, it should be clear that the pursuit of happiness at work is the least important aspect. What I want to make clear is that employees should see themselves as part of a dynamic journey within a healthy organizational climate that evolves over time. The CHO plays a critical role in building a work environment where the focus is on a genuine and meaningful mission. After all, happiness in the workplace transcends motivational slogans and superficial smiles. It is a pursuit that challenges us to understand the complexities of human experiences and deep values. Thus, the CHO is the guide in this journey, fostering an environment where people can carve out their own path in the workplace, recognizing that this is more than a corporate ideal—it is a true quest for well-being and personal fulfillment.
Understanding the impact of happiness in companies is a journey that takes us through a series of complex, interconnected, and profound questions. Entering the corporate world is like venturing into a multifaceted territory, where each employee is a universe of experiences, values, and aspirations. This is why organizational culture can never be overlooked. It is the main pillar of this journey and plays a fundamental role. It shapes not only the identity of the company but also what each employee can expect from it. A culture that promotes transparency, open communication, and mutual respect creates fertile ground for happiness to flourish. However, when the culture is permeated by rigid hierarchies and a lack of inclusion, happiness will only serve to generate an even more toxic environment.
This is why organizational climate, a momentary reflection of culture, also comes into play. It manifests in the attitudes and satisfaction of employees. A positive climate, characterized by trust and cooperation, contributes to happiness at work. On the other hand, a toxic climate, marked by constant conflicts, undermines happiness.
Emotional freedom and emotional intelligence are essential skills on this journey. When employees feel free to express their emotions and develop the ability to manage them, it strengthens their happiness at work. Additionally, human relationships play a crucial role. Authentic and positive connections with colleagues create a sense of belonging and support, nurturing the best in each person.
Now, trying to impose a false sense of happiness while ignoring employees’ problems or needs creates relationships that undermine trust. Leadership and management play critical roles in promoting this environment. Leaders who demonstrate empathy and emotional intelligence skills have a direct impact on employees’ happiness.
As I conclude today’s reflection on “What kind of happiness do employees value most?” it should be clear that there is complexity in workplace happiness and the fundamental role of the Chief Happiness Officer (CHO) becomes evident. The pursuit of happiness is a secondary journey compared to the entire complexity that shapes the well-being of employees, molded by individual and cultural perspectives. Furthermore, it involves the differentiation between “Being Happy in Your Life” and “Being Happy about Your Life,” two perspectives that may seem interchangeable but carry profound implications.
Well-being encompasses not only momentary happiness but also a sense of purpose, meaning, and fulfillment, bringing with it the continuous feeling that the path pursued makes sense and holds value. Therefore, companies that prioritize the well-being of their employees, allowing them to engage in meaningful activities, identify with the organization, and feel part of something greater, are more likely to create work environments where well-being is an intrinsic part of the organizational DNA.
This approach not only promotes well-being in the short term but also contributes to building a solid and sustainable organizational culture. It recognizes the importance of creating an environment where employees feel valued, respected, and part of something meaningful. Thus, the pursuit of happiness at work becomes a genuine and significant mission that truly makes sense, where the CHO plays a fundamental role in building a work environment where people can chart their own paths in search of their uniqueness at work. This goes beyond motivational slogans and superficial smiles; it is a quest for well-being, personal fulfillment, and a purpose that transcends corporate daily life.

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