The escalating expectations made of employees, like presuming they will read e-mails late at night on their smartphones, is tantamount to “medieval slavery”, according to happiness and positive thought champion Leo Bormans.

What you focus on is what you get – change your attitude

The Belgian journalist and motivational speaker was in Malta a few days ago to give a talk about ‘the power of positive thinking’. His packed programme also included TV appearances and presentations at a handful of organisations.

Mr Bormans, who was hosted in Malta by Leading Talks, the organiser of coaching events for professionals, is the editor of the bestseller The World Book of Happiness, a collection of 100-odd essays by leading experts in positive psychology. European Council president Herman Van Rompuy was so inspired by the book that he chose it as his New Year’s gift for world leaders last December in a bid to encourage them to make well-being a political priority for 2012.

Mr Bormans, who has collaborated with numerous organisations including the London School of Economics, is now writing The World Book of Love. Leading Talks said he may return to Malta.

“We complain about our children glued to the computer but they are only copying adults,” Mr Borman told The Sunday Times. “What example are we setting them? It is not acceptable to walk into the office in the morning and expect the e-mails you sent out in the middle of the night to have been read.

“Is this why companies give their staff smartphones? Are people considered lazy if they have not read their e-mails?

“People don’t dare say they spent their weekends with their children and did not have time to check their mail. These are the expectations and this is medieval slavery. There is no other name for it.”

Mr Bormans said it was no wonder modern-day professionals were often heard complaining of burn-out from giving their organisations 150 per cent. They would be happier – and more productive – if they gave 100 per cent.

Team members were happy at the workplace if they were able to be themselves in a respectful, diverse and tolerant environment.

It was telling, he pointed out, that some studies found that only 20 per cent of people believed that all their talents could be used in their work roles. Unless people were given the space to grow, and offered the right training for advancement, employees were reduced to being mechanical. Mr Bormans added that when a spirit of sharing and co-operation rather than one of competition prevailed, employees were usually more productive.

One of the reasons teachers were among the happiest professionals was their awareness of their contribution to a greater good. Everyone from assembly line workers to bankers could be happy at work if they shared organisational objectives.

“Business owners must understand that when their teams are happy, they are more productive, creative, and eager to share new ideas,” Mr Bormans explained, citing a recent Gallup poll which found 60 per cent of US employees had not received positive feedback from their superiors in the previous month.

“Importantly, happy workers attract happy clients – and happy clients return. The initial investment in happy workers has long-term benefits.”

Earlier, Mr Bormans told a gathering of business leaders, trainers and intellectuals that one way for the people of a small nation to be happy was to feel empowered – and to stop comparing themselves to other countries.

“What you focus on is what you get,” he explained. “Whether we are driven by fear or hope is our choice. There are more optimists in this world but the pessimists make more noise. Change your attitude – you have to work at your happiness. It does not happen by accident.”

People who led teams should be catalysts for change and should take it upon themselves to give people direction by being a coach and a work partner. There were a few simple steps people had to follow to double their happiness: become a volunteer, use mild language, replace “have to” with “want to”, make friends, set realistic goals, and have enthusiasm.

Businesses and organisations are becoming more interested in happiness and it is now an important consideration for authorities and policymakers.

The United Nations recently produced its first ever report on happiness, which includes an important chapter on happiness at work and work-life balance.

Mr Borman pointed to some revealing statements in the report. Good managers, it points out, inspire their workers by explaining goals of roles, giving team members enough autonomy, and always providing support and feedback.

They must develop the intrinsic motivation of staff and rely less on measures like performance-related pay, which can often be dysfunctional and actually undermine motivation.

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