With it being that time of year when we are getting back to work, I thought it would be timely to speak to an expert about how we can stay positive as our holidays quickly fade into the memory.
Dr Tim Sharp has two great titles – Dr Happy and Chief Happiness Officer of the Happiness Institute. Tim is an academic, an author, an executive coach, a podcaster and a brand ambassador.
He approaches mental health and wellness from a positive psychology perspective – how can we all thrive and flourish.
The key to happiness is to make it tangible (what is happiness to me) and to have a plan of how you’ll get there (just like losing weight or saving for a holiday).
Hand in hand with happiness comes resilience. Because sh&t happens. No matter how happy you are, in the real world things happen that are outside of your control, and it takes strength to bounce back from these challenges.
The main attributes of resilient people: they keep looking at light at end of tunnel rather than losing hope; they take care of their physical health during the difficult times; they are positive; and they have strong relationships and ask for help when they need it.
Organisations can be happy too
One of the myths about happiness is it is just about feeling good; however, meaning and purpose are also important.
For organisations, a sense of purpose is vitally important for attraction, retention and engagement of staff. Research shows those organisations with purpose outperform.
And while Brand Purpose been the PR a buzzword in 2018, Dr Happy provides a timely reminder that a lot of these concepts have been around a long time – the language changes over the years but the main concepts have been consistent; what we are seeing is stronger research to support these concepts.
And as we await the findings from the Royal Commission into Banking, Dr Tim Sharp’s advice for the banks and other large institutions whose reputation has been impacted – get back to basic principles and values of purpose and trust. And most importantly, make sure the day to day behaviours of the organisation match these values.
The challenge: whether it’s a small PR firm with 10 staff or a big bank with 30,000 employees, creating cultural change is easier said than done as the reality is more complex than theory.