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                                                "Happiness Advantage" Effect

     In July 2010 Burt's Bees, a personal-care products company, was going through enormous

change as it began a global expansion into 19 new countries. In this kind of high-pressure situation,

many leaders bother their assistants with frequent meetings or flood their in-boxes with urgent

demands. In doing so, managers lift everyone's anxiety level, which activates the part of the brain

that processes threats and steals resources from the prefrontal cortex ( 大脑皮层), which is

responsible for effective problem solving.

     Burt's Bees's then-CEO, John Wolfgang, took a different approach. Each day, he'd send out an

e-mail praising a team member for work related to global marketing. He'd interrupt his own

presentations to remind his managers to talk with their teams about the company's values. He asked

me to further a three-hour session with employees on happiness in the course of the expansion effort.

As one member of the senior team told me a year later, Wolfgang's emphasis on developing positive

leadership kept his managers actively involved and loyal as they successfully transformed the

company into a global one.

     That outcome shouldn't surprise us. Research shows that when people work with a positive

mind-set (思维模式), performance on nearly every level-productivity, creativity, involvement-

improves. Yet happiness is perhaps the most misunderstood driver of performance. For one, most

people believe that success comes before happiness. "Once I get a promotion, I'll be happy," they

think. Or, "Once I hit my sales target, I'll feel great. "But because success is a moving target-as

soon as you hit your target, you raise it again-the happiness that results from success does not last

long.

     In fact, it works the other way around: People who have a positive mind-set perform better in

the face of challenge. I call this the " happiness advantage"-every business outcome shows

improvement when the brain is positive. I've observed this effect in my role as a researcher and

lecturer in 48 countries on the connection between employee happiness and success. And I'm not

alone: In an analysis of 225 academic studies, researchers found strong evidence of cause-and-effect

relationship between life satisfaction and successful business outcomes.

     Another common misunderstanding is that our genetics, our environment, or a combination of

the two determines how happy we are. To be sure, both factors have an impact. But one's general

sense of well-being is surprisingly unstable. The habits you form, the way you interact with

colleagues, how you think about stress-all these can be managed to increase your happiness and

your chances of success.