This theme is explored by economist Richard Layard in his thought provoking book – ‘Happiness Lessons from a New Science’

We strive for happiness, yet why is it that in our Western society, as we have become wealthier, we are no happier? Layard’s message is that we can produce a vision of society in which we can live together as social beings, connected by our inner spirit, and that we will live better when we shift to a new perspective where people’s feelings are treated as paramount.  This is a key message for leadership.  

The messages from an economic, philosophical and social perspective are very powerful – that Society cannot flourish without a shared sense of purpose – an overall purpose wider than oneself.  That pursuing the best for oneself will not, and does not, work and that we need to feel we belong to something larger – a concept of the common good…

Layard’s premise ‘one cannot be happy without self knowledge and self acceptance’ resonated strongly with me – and that the ‘secret’ is having compassion towards others and oneself.  

We know that happy employees are more productive and successful so how can we effect this in our personal and professional lives? In my view, we can do so by creating the conditions that generate and cultivate the wellbeing of others; by encouraging and working towards greater self-awareness; by continuously focusing on development; and cultivating the spirit within…

I have just brought in my first tomato of the season.

And with it is the realisation of a good lesson learned!

Last year, taking a bit of a sabbatical, I put in the time and attention the tomatoes needed and we had a bumper crop.

This year, I thought I was too busy.  My husband planted them, setting up the physical growing structure.  He urged me to pay the tomatoes some attention, but I just couldn’t find the time.  “They’ll be ok, they’ll get there”, I thought.

I finally ventured in to the greenhouse and saw just how much catching up I had to do.   As I gently checked each plant, I realised how much better they’d be growing if I had been nurturing them consistently.  Working hard since, I have caught up a little, but the time lost can never be recovered.  

So I will never get the best out of these tomato plants. They will be OK, but cannot reach their full potential. 

What is the lesson I draw from this?  Often we set up a team, spend time nurturing them at the start, and then – because we’re “too busy” – we lose momentum. 

Like tomatoes however, people need to be nurtured, they need to feel cared for and nourished, problems spotted early and gently rectified.  That is why coaching is so effective, especially as a follow-up to initial training.

Being “too busy” now, often makes us even busier in the long run, and for the wrong reasons……people, like plants, need regular attention and nourishment.

The twin threat of economic and environmental catastrophe means that effective leadership is now of a magnitude of importance never previously experienced. Whilst the ultimate solutions may be the prerogative of world leaders, we in the business world, be it private or public sector, have a critical role to play; it really is imperative that senior leaders behave strategically whilst those at a lower level have their talents and potential fully utilised.

Historically, leaders have taken personal responsibility for ensuring the success of their team resorting to working harder, faster and longer when the going gets tough. Problem solving and decision making is centred at the ‘top of the shop’ with the value of contributions being seen as directly linked to the seniority of the proposer – classic Command and Control culture.

By giving responsibility to people at the coalface, and letting them use their initiative and intelligence, the leader is able to concentrate on more appropriate work. However, such a shift is not easy as it requires leaders to give up some of the behaviours that have made them successful and to replace them with skills that have yet to be perfected. It also involves a change of focus – less operational to more strategic though this is not to say that sound operational leadership isn’t vital. A similar challenge also faces employees, particularly in relation to accepting responsibility. Ultimately, employees should act as if they were running their own business i.e. self-managed or ‘self-employed’ employees.

Are you ready and able to rise to the challenge?

“The future is not some place we are going to, but one we are creating. The paths are not to be found, but made, and the activity of making them, changes both the maker and the destination.” John Schaar

This quote by John Schaar was discovered by a client of ours who was struck by the title of a book that went something like ‘How to make money’. The book cost £1! This priceless quote was tucked away inside it…and, in my view, is a wonderful description of philosophy for befriending uncertainty.

For many the current climate is challenging beyond all experience in that the old rules, tools and practises just aren’t enough. We all need to access new and different resources – resources that sit within us…and which are about our attitudes, beliefs and sense of self.

Leaders are facing many questions about the future at this time. I believe that if we can build a different relationship with the feeling of uncertainty and really embrace our role as co-creators of the future we can see uncertainty as the opportunity of uncharted waters – an opportunity to experiment, to see new possibilities, create new futures…to find the pioneer within…and, most importantly, to hold this lightly and open-mindedly so that we can experience the impact of the co-creative process at a deeply personal level as well as at the level of the collective.

We need to be open to real change, growth, inquiry and possibility and for that we need to be prepared to throw off the shackles of ‘rules’ and past practise and find our way into the new – tapping into our true leadership.