We know from our work in applied positive psychology across industries and sectors that happiness at work is a creative edge strategy. Happiness at work enables individuals and their organizations to do good work and to enjoy it.
We teach graduate project management students at the Project Management Center for Excellence at the Clark School of Engineering, University of Maryland, College Park and have presented papers, talks, and workshops to project management audiences worldwide.
Academic research (University of Michigan, Stanford, Harvard, NYU Stern School of Business) demonstrates that if you increase the happiness (subjective well-being) of your employees, you will increase favorable key performance indicators (profit, productivity, sales, retention, customer loyalty, etc.) while decreasing unfavorable key performance indicators (theft, safety incidents, absenteeism, healthcare costs, etc.). And, it’s reasonable to assume that this science applies to project managers specifically since it applies to employees generally.
But, we were curious. And, when we are curious, we get motivated. And, when we get motivated, we take action.
Our action will be featured on these pages over the next two months as we collaborate with HappinessWorks and Nic Marks to launch a dedicated, global survey to find out just how happy project managers are and how their happiness influences project outcomes.
We will report our findings — both what worked well and what might do with some improvement. And, since we are experts in happiness at work applications, we’ll offer some practical, actionable steps you might take to improve your own happiness at work.