ORGANIZATIONAL HAPPINESS – PART III: HUMAN RELATIONS

“In our tireless pursuit of happiness, at some point, we will discover that, in unraveling the enigmas of existence, the simplest answers may be the most relevant, and that often they lie in the human connections we foster, the relationships we build, and the harmony we find in the balance between what we do that is useful and what we take responsibility for. But ultimately, the true wealth of a life resides in the quality of the bonds we weave, for, after all, and without any doubt, we are beings defined by the connections we form.” (Marcello de Souza)

Before we embark on this final article in the series of four on “Happiness in Organizations,” it is worth remembering that the first one begins precisely with an understanding of the CHO (Chief Happiness Officer) within organizations, and to clearly understand that, contrary to what one might think, happiness is not, or at least should not be, the primary focus of the CHO. In the second part, I seek to clarify what “The Hidden Weight of Happiness” is, where I make a reflective approach from the meaning of happiness to the understanding that happiness in companies is not just a goal to be achieved, but a continuous process of personal and organizational growth, and that, indeed, a healthy environment can be less about how to be happy and more about how to live with purpose, authenticity, and gratitude. In the third part, I seek to instigate your reflection on “What Happiness Do Employees Value Most?” In this one, I explore the complexity of happiness in the workplace and the crucial role of the Chief Happiness Officer (CHO) in this journey. Throughout it, I delve 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. Finally, today I want to conclude this entire journey in a very objective way and make it clear that everything boils down to something so trivial, but which we are forgetting day by day.

I want to make you understand today that yes, the pursuit of happiness is a journey that permeates our existence, and its influence in organizations is a central theme today for the vital health of a company, but now, I want to provoke insights from a study that spans decades and generations of researchers: the Harvard Study of Adult Development.

In this extensive and structured study that is still ongoing, it began in 1938, under the leadership of four different directors, and continues to shed light on fundamental questions related to well-being, development, and happiness. Currently, the research is in its second generation, following the children of the original participants. The study emphasizes that the key to a happier and healthier life is not a complex secret, but something deeply rooted in our daily experience.

Dr. Robert Waldinger, a renowned professor of psychiatry at Harvard University, compiled these findings in his book, “The Good Life: Lessons from the World’s Longest Scientific Study of Happiness.” In it, the author highlights the importance of healthy interpersonal relationships and their direct influence on life satisfaction.

For over 85 years, researchers at Harvard University in the United States have been seeking an answer. The Study of Adult Development began in 1938, analyzing 700 boys – among students at the renowned university and residents of poor neighborhoods in Boston. The research followed these young men throughout their lives, monitoring their mental, physical, and emotional states. The study now continues with over a thousand men and women, the children of the original participants. The current director of the study, the fourth since its inception, is the American psychiatrist Robert Waldinger, who is also a Zen priest. His TED talk “What makes a good life? Lessons from the longest study on happiness,” went viral on the internet. The video of the conference has been downloaded more than 45 million times.

“There are many conclusions from this study,” said Waldinger in an interview. “But the fundamental one, which we hear from time to time, is that what’s important for us to stay happy and healthy throughout our lives is the quality of our relationships.”

Most notably, it becomes clear that cultivating reciprocal relationships, where there are sincere exchanges, instinctively generates in us, humans, a condition of mutual support and the space for behavioral growth. Neuroscientifically speaking, this process contributes to the production of certain neurotransmitters fundamental to building the feeling that brings happiness, assists in building a solid foundation for dealing with challenges and crises, and maintaining a healthy balance between professional and personal life. Furthermore, good relationships not only increase our emotional well-being but also reduce the levels of stress in our lives. They provide us with the necessary support to face difficulties and challenging situations with more resilience.

“What we found is that, in the case of people most satisfied in their relationships, more connected to each other, their bodies and brains stay healthier for longer” (Robert Waldinger).

This increase in life satisfaction demonstrates that contrary to conventional assumptions, wealth and fame are not the main drivers of happiness, but rather the quality of the relationships we cultivate. Based on concrete data and real stories of study participants, Dr. Waldinger offers valuable insights to rethink our priorities and to adopt a more conscious approach in the pursuit of a full and meaningful life. It is worth noting that the conclusions of the “Harvard Study of Adult Development” are supported by a series of additional studies. These research studies, followed by many other scientific lines such as social psychology, cognitive behavioral psychology, and neuroscience, confirm that people who enjoy healthy interpersonal relationships tend to report greater satisfaction with their lives. This connection between relationships and happiness is universal, transcending cultures and ages, and offers a clear insight into the undeniable power of interpersonal bonds.

In this final article, we will delve more deeply into the fundamental role of interpersonal relationships in determining happiness and highlight the importance of maintaining a healthy balance between work and personal life. After all, the key to a happier and healthier life lies in the human connections we foster.

BUILDING HAPPINESS

How many times in life have we heard that “money doesn’t bring happiness”? This is a common saying in any self-help literature. However, with this study and the advancement of behavioral studies, it has been shown that there is much more than just a justification for the complacent; there is a certain truth in the statement. Through studies in social psychology, behavior, and neuroscience, we can now categorically say that money, although it plays a role in our well-being, is not the sole determining factor. Having a substantial amount of money or fame does not have a direct correlation with happiness, but let it be clear that research also highlights that poverty can negatively influence life satisfaction. As long as someone’s basic needs are not met, finding happiness and fulfillment in life becomes a very arduous task. However, once essential needs such as food, shelter, and education are met, the pursuit of earning more money does not significantly contribute to a happier life. Here lies the importance of nurturing and cultivating meaningful relationships, from emotional ones to more superficial ones with colleagues. It is these connections that provide the emotional support and sense of purpose that we often seek in life.

In fact, one of the great lessons from the “Harvard Study of Adult Development” is that it demonstrates that the true wealth of a life lies in the quality of the relationships we build, in the balance between work and leisure, and in the understanding that money, although important for meeting basic needs, is not the only factor that influences our happiness and well-being. As we continue to pursue a more meaningful life, these conclusions remind us, or should remind us, to value what truly matters: our connections with others.

WORKPLACE ENVIRONMENT

When we bring these studies into organizations, we can understand the importance of the work environment and how it impacts our lives. The corporate world is often described as a complex ecosystem, with numerous variables that influence performance, employee satisfaction, and talent retention. One of these factors, often underestimated, is the impact of interpersonal relationships in the workplace. As we explore this topic, it becomes clear that connections between employees play an essential role in establishing a healthy organizational climate, which, in turn, is crucial for effective productivity and achieving corporate goals.

As seen in the last three articles I published on “Organizational Happiness,” the organizational climate of a company refers to the emotional atmosphere that permeates the workplace. This climate is influenced by various factors, such as leadership, communication, corporate culture, and, as we will highlight, interpersonal relationships. A healthy climate is a springboard for employee satisfaction. Employees who feel supported, valued, and connected to their colleagues are more likely to perform their duties with enthusiasm and commitment. This, in turn, has a direct impact on productivity and the quality of work.

Not surprisingly, more than just satisfaction, talent retention is a critical concern for any company. Employees who have healthy relationships at work and feel part of a cohesive team are less likely to seek opportunities elsewhere. This reduces staff turnover and saves valuable resources on training and recruiting new employees. Investing in building solid interpersonal relationships, therefore, can have a significant impact on the stability of a company’s workforce.

The results presented by this extensive study on happiness are of real importance in alerting us that positive interpersonal relationships are the essence of life, and in the workplace, it could not be different, as they also promote collaboration and productivity. When employees feel comfortable sharing ideas, working as a team, and supporting each other, the environment becomes conducive to innovation and efficiency. This results in more creative solutions, more effective problem-solving, and a more harmonious teamwork.

HOW TO CULTIVATE RELATIONSHIPS IN THE WORKPLACE

“A good life is not the destination, but the journey and who you walk with… And by doing this, second by second, you can decide what and whom you give your attention to” (Robert Waldinger)

So, how can companies promote healthy interpersonal relationships in the workplace? The first question might be to ask yourself how your life would be if that coworker didn’t do those things or if that person wasn’t in your life? This is what I mean when I ask my clients to “acknowledge someone for doing something good,” for doing something that if they weren’t in your life, would make you feel unhappy.

Let’s explore some profound ideas that not only emphasize the importance of relationships and their impact on companies but also demonstrate that it is possible to elevate the climate and organizational culture to a level of harmony in relationships.

For this, it is crucial to understand that a workplace is much more than just the place where tasks are performed; it is an ever-evolving ecosystem. It is the space where people spend most of their time, performing their functions and, equally important, building human connections. Healthy workplaces not only drive employee success and satisfaction but also have a positive impact on their lives, contributing to their well-being. On the other hand, toxic environments have a negative impact on both the quality of life and the well-being of employees and on the final results of companies.

We started, since the first article in this series, by recognizing that everything starts with leadership. Therefore, I reinforce here that leaders and managers play a critical role in setting the tone and shaping an environment that reflects the company’s culture. As discussed, in healthy environments, communication is open, and corporate goals and values are based on principles of respect, empathy, and inclusion. On the other hand, toxic environments cast a shadow over employees, manifesting in various ways, from chronic stress to job dissatisfaction, and even impacting mental health. Toxicity in the workplace is associated with high levels of employee turnover. This compromises productivity, affects team morale, and hinders the ability to attract and retain quality talent, resulting in financial costs and loss of product quality.

Identifying and Combating Toxic Work Environments

The causes of toxic work environments are diverse, but they all share the ability to undermine the dynamics of the workplace. However, fundamentally, the common cause is communication failure, often hindered by unresolved conflicts, misunderstandings, and a culture that values secrecy. This toxic atmosphere permeates the environment and negatively impacts everyone involved.

Identification and combatting these causes are essential to address toxic work environments. It begins with conscious and ethical leadership, promoting a culture of open and respectful communication. Leaders must be aware of the negative effects that toxicity can have and actively work to create a healthy work environment. Additionally, organizations can invest in wellness and mental health programs, providing resources and emotional support to employees. Raising awareness about the importance of mental health in the workplace and providing conflict management training are also valuable steps.

Inadequate leadership is also a critical factor. Leaders who lack empathy, fail to provide emotional support, or do not uphold ethical standards or respect differences within the organizational structure can create a toxic environment. Employees feel undervalued, neglected, and demotivated under inadequate leadership. Lack of emotional support is another underlying cause. Work environments where employees’ mental and emotional health is not taken seriously can quickly become toxic. Constant pressure, overwork, and the absence of mental health support programs are alarming indicators of a harmful work culture. But how do we foster harmony in the workplace?

Strategies for Healthy Interpersonal Relationships

In this regard, leadership that is dedicated to being inspirational becomes the cornerstone of healthy interpersonal relationships. Leaders who demonstrate empathy, integrity, and a commitment to the well-being of their teams create an environment where employees feel valued and motivated. Inspiring trust and providing a positive example are crucial for fostering healthy relationships in the workplace.

Promoting happiness in companies is not a simple task, but it is essential for the success and productivity of organizations. There are several ways to create an environment conducive to organizational happiness:

• Support and Collaboration Culture: Companies can foster a culture of support and collaboration by encouraging healthy relationships among colleagues and superiors. This involves promoting open communication, mutual respect, and support during challenging times.

• Personal and Professional Development: Offering opportunities for personal and professional development helps employees grow and feel valued. Investing in the skills and careers of employees contributes to their satisfaction.

• Work-Life Balance: Companies can promote a healthy work-life balance by recognizing the importance of employees having time for their families and interests outside of work.

• Recognition and Gratitude: Recognizing hard work and expressing gratitude to employees is essential. Recognition creates an environment where employees feel valued and motivated.

• Health and Well-being: Encouraging health and well-being practices, such as exercise, healthy eating, and stress management, contributes to employee happiness.

• Inclusion and Diversity: Valuing diversity and promoting an inclusive culture helps build stronger relationships and promote happiness among all employees.

I know it may seem trivial, but these strategies are routinely overlooked and continuously disregarded. By adopting these strategies, organizations help create a healthy and harmonious work environment, promoting solid interpersonal relationships that will benefit both employees and the company itself. Therefore, on the path to a more meaningful life, remember to value what truly matters: our connections with others.

Personal and Professional Harmony

Before we conclude this journey, I need to draw attention here so that you understand not only the importance of interpersonal relationships in the workplace, which is undeniable, and this relevance is emphasized by the study presented since the first article and deeply researched as I describe at the beginning of this work. However, as a behavioral developer, I cannot help but draw attention and warn that direct, in-person human contact is an essential part of this equation.

Although technology has its role in modern work dynamics, physical human contact plays an irreplaceable role. It is important to understand that face-to-face personal contact is fundamental to create genuine connections and solid relationships in the workplace. In face-to-face interactions, employees can perceive the nuances of non-verbal communication, such as body language, facial expressions, and tone of voice, as well as a whole biochemical structuring that makes all the difference for our brains. This set of physiological responses is crucial to understand and equalize emotions, feelings, and thought structuring, creating a solid foundation for healthy interpersonal relationships.

Even though technology has enabled faster communication, it does not replace the richness of personal interactions. Face-to-face human contact is essential for building trust, empathy, and rapport. Moreover, personal relationships at work are more likely to develop bonds that extend beyond the workplace. Personal connection allows colleagues to know each other on a deeper level, sharing interests, challenges, and triumphs outside the office. These broader relationships strengthen the basis of collaboration and understanding in the workplace.

Therefore, understand that interpersonal relationships in the workplace must be nurtured and valued, and this includes recognizing the fundamental role of direct human contact. Organizations that prioritize personal connections are better positioned to promote a healthy work environment, where employees feel supported, valued, and, above all, connected on a human level. The pursuit of healthy relationships at work is, therefore, a quest for genuine, personal, and human relationships that transcend the limitations of technology.

We have come to the end of this entire journey of four articles focused on understanding and reflecting on “Happiness in Organizations.” But I still want to use this little end of this journey of the article to remind you of another passage from Dr. Waldinger’s book mentioned here in which he brings something very important to finish this journey, and that has to do with regret. In his book, he reminds us that when participants reached 80 years old, they asked the following question: when you look back on your life, what do you regret the most? There were two major regrets.

One of them was something like: “I wish I hadn’t spent so much time at work and had spent more time with the people I love.” Therefore, there is a reason for that well-known cliché that “no one on their deathbed would wish they had spent more time in the office.” The other regret particularly expressed by women was: “I wish I hadn’t spent so much time worrying about what other people think.”

In this sense, I want to leave you here to think a little about how you are building your relationships. Today, I can say that, just like Dr. Waldinger, among my regrets is precisely the little time I spent with loved ones and how much it cost me of my time worrying about what other people thought. May this serve as a powerful reminder that, at the end of our journeys, no one would wish to have spent more time in the office than with the people who truly matter. Just as our concerns about the judgment of others are also, often, a burden that prevents us from seeking genuine happiness in organizations. It is fundamental to reflect on how we balance our professional and personal lives, ensuring that the time spent at work does not prevent us from taking care of ourselves and nurturing meaningful relationships with our loved ones.

Finally, I hope that with this last article in the series, it is possible to understand that the secret lies in the balance between promoting professional and personal life. I refer to the ability to balance work demands with personal life, allowing employees to take care of themselves, their families, and personal interests. Having an adequate balance is essential to avoid burnout, reduce stress, and maintain mental and physical health. Employees who feel overwhelmed by professional responsibilities without time to take care of themselves often face health problems, demotivation, and difficulties in interpersonal relationships at work.

Organizations that recognize the importance of balancing professional and personal life are adopting policies that promote employee well-being. This includes offering flexible work schedules, remote work options, and implementing wellness programs that range from physical activities and support for mental health to parental leave policies. These initiatives demonstrate that the organization cares about the well-being of its employees.

The balance between professional and personal life benefits not only the individual but also strengthens interpersonal relationships at work. Employees who have time to take care of their personal and family needs are more likely to enter the workplace with a positive attitude. They are less likely to bring stress and personal problems to work, creating a more harmonious environment.

Additionally, flexibility at work allows employees to participate in social and leisure activities, which promotes the building of relationships outside the workplace. These personal connections often translate into stronger and more collaborative relationships at work.

Just as, do not forget, leadership is a reflection of organizational culture, consequently, of organizational climate. It plays a crucial role in promoting the balance between professional and personal life. Leaders who model this balance send a clear message that it is acceptable and encouraged to take care of personal life. Leaders who support flexibility and well-being of their employees create an environment where balance is valued and, in turn, promote healthier interpersonal relationships.

I also hope that as we come to the end of this exploration of understanding the impact of “Happiness in Organizations”, it is clear that everything boils down to relationships within the workplace. It is fundamental to reflect on how human connections shape not only our work experience but also our overall quality of life. Understanding the importance of interpersonal relationships is the first step to improve both employee satisfaction and organizational performance. Now is the time to adopt policies and practices that prioritize the cultivation of positive relationships in the workplace and create a healthy environment for everyone involved.

Just as, I hope that from this sequence of specific articles about happiness, the role of the CHO (Chief Happiness Officer) and its responsibilities are clear, which are not merely a matter of convenience or courtesy; they are fundamental to structuring an organizational environment that values our health and well-being. In this sense, it is worth remembering that we spend a significant part of our lives at work, and the quality of those hours can influence all other areas of our lives. Healthy relationships at work not only make us feel more valued and supported but also have a direct impact on our mental, physical, and emotional health.

Just as Dr. Robert Waldinger states, the CHO (Chief Happiness Officer) should never lose sight of cultivating positive interpersonal relationships and must be clear that it is not an easy task, but it is a venture worth undertaking.

It is time for organizations to take responsibility for creating workplaces where human relationships are valued and prioritized. This implies inspiring leadership, effective communication, support for diversity and inclusion, and policies that promote the balance between professional and personal life, and all of this is a joint responsibility of the CHO (Chief Happiness Officer).

By doing so, organizations can expect a more motivated, creative, and productive workforce. More satisfied and committed employees not only thrive at work but also contribute to the overall success of the organization.

A good CHO will never doubt that relationships at work are the backbone of healthy organizations and happy employees. Understanding and embracing the importance of human connections in the workplace is the first step to creating an environment where everyone can thrive. Now is the time to adopt policies and practices that prioritize the cultivation of healthy interpersonal relationships and create a workplace that benefits both individuals and organizations as a whole. The pursuit of healthy relationships at work is an ongoing journey, but the fruits harvested make every effort valuable and rewarding.

Dear friend, if you wish, you can review part 1 and part 2 of this great article at:

Organizational Happiness Part 1: Are They All Just Myths?

ORGANIZATIONAL HAPPINESS PART 1: ARE THEY ALL JUST MYTHS?

Happiness In Organizations Part 2: The Hidden Weight Of Happiness

HAPPINESS IN ORGANIZATIONS PART 2: THE HIDDEN WEIGHT OF HAPPINESS

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Hello, I’m Marcello de Souza! I started my career in 1997 as a leader and manager in a large company in the IT and Telecommunications market. Since then, I have been involved in important projects structuring, implementing, and optimizing telecommunications networks in Brazil. Restless and passionate about behavioral and social psychology. In 2008, I decided to dive into the universe of the human mind.

Since then, I have become a professional passionate about deciphering the secrets of human behavior and catalyzing positive changes in individuals and organizations. Doctor in Social Psychology, with over 25 years of experience in Cognitive Behavioral and Human Organizational Development. With a diverse career, I highlight my role as:

Master Senior Coach & Trainer: Guiding my clients in the pursuit of goals and personal and professional development, achieving extraordinary results.

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My solid academic background includes four postgraduate degrees and a doctorate in Social Psychology, along with international certifications in Management, Leadership, and Cognitive Behavioral Development. My contributions in the field are widely recognized in hundreds of classes, training sessions, conferences, and published articles.

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