Happiness Leads to Success?

Once upon a time, (circa 1973-74), I spent two summers working at the Homestead Works of United States Steel as a laborer and helper. Although we were only temporary help, we were hired on the same as permanent workers with the same schedules, pay, benefits, and responsibilities. My initial attitude was to put in my time there mindlessly and mentally separate it as only “working” which is distinct from “living life.” Living involved meaning, success, or fun, while working was wasted or dead time.
By the end of a few weeks as a steelworker, I had learned so much from my co-workers. Their work was more than a job. I can now frame it as an identity involving pride of craftsmanship, of being the bread-winner for a family, and as contributing for the benefit of the community and the common good. A respected lead-person, Cyclone, explained it to me this way: “What we do matters because our steel is the foundation of bridges, battleships, skyscrapers, automobiles, and manufacturing plants. None of this happens without us at the front end.” One of my take-aways is that how much of what we do mattering is dependent on our attitude. For a young man, part of me was forged alongside the steel amidst the heat, noise, and grit of the Homestead Works of United States Steel.

In over 40 years as a lawyer, I relied upon the lessons learned about the importance of making your best efforts at your own job or task-at-hand. I lament the fact that so many lawyers are unhappy in their chosen profession or feel trapped by meaningless work. My goal is to help improve the daily lot of lawyers so we can all “whistle while we work.” To me that is a good definition of success.

The past 3 years I have researched and studied the relationship between happiness and success while at work. There is an overwhelming body of evidence that there is more than a correlation, but a cause-effect cycle with some contending that the happiness comes first. See the summary of the research study below.

Rather than attempting to answer the age-old riddle of what came first, the chicken or the egg, energy is best spent on promoting practices and habits which enhance job satisfaction and meaningful work. Daily tasks, especially for professionals like lawyers, are going to be diverse and vary in the level of challenge to cognitive and problem solving abilities. Ultimately, there is a larger goal or objective being advanced and the smaller, and often routine or boring functions, are necessary links in the chain. One approach is to treat these in a stoical way . . . complete the chore without fuss. This was a lesson I learned not in law school, but from the steelworkers of Western Pennsylvania.

The Study

The follow contains excerpts from S. Lyubomirsky, L. King & E. Diener, The benefits of frequent positive affect: Does happiness lead to success? 131 Psychological Bulletin 803-855 (2005). (View Study)

There is a strong relationship between success and happiness. But the question is which comes first, happiness or success?

While psychological research tends to talk about success leading to happiness, there is also plenty of evidence showing that happiness can also lead to success. Some evidence comes from experimental studies that induce participants into positive and negative moods and then compare their behaviors in certain situations.

This correlation is important because many times people will focus on success thinking that it will lead to happiness and while trying to become successful, they ignore their happiness in the moment. This evidence, shows that people should pursue success but not to the exclusion of happiness.

 

Never Stop Learning!

There are some basic lessons learned as children that guide us as adults.  Thanks to Melaine Shannon Rothey for reminding us of the wisdom contained in Dr. Seuss.    For the professional development of Millennials, I heartily recommend the sage advice to Never Stop Learning!

The following contains excerpts from Melaine Shannon Rothey, Parting thoughts: Seek balance, don’t fear change, 19 ACBA Lawyers Journal, No. 12,  3 (Jun 9, 2017).

Remember the five lessons from Dr. Seuss:
BE YOURSELF – Who else do you want to be?
MAKE THE WORLD A BETTER PLACE – Isn’t that the reason most of us went to law school?
NEVER STOP LEARNING –Knowledge for the sake of knowledge.
IT’S ALL ABOUT BALANCE – Do I really have to continue to repeat the necessity of work/life balance?
BE POSITIVE – We are surrounded by negativity all day long.

Melaine notes that there are four generations of lawyers practicing today – the Silent Generation (sometimes called Traditionalists), the Baby Boomers, the Gen X-ers and the Millennials. Each of these generations has its positives and its negatives. We can learn from both aspects. We do not always have to agree with opposing counsel or with the judge; however, we must disagree in a civil and respectful manner, whether in open court or in a pleading or in correspondence. Bad attitudes and nastygrams have no place in our profession.

Work/life balance –the line between work and home has become seriously blurred. We have to figure out a way to “check out” of the office. We have to take some serious, uninterrupted time for ourselves and our families. I know that you find this hard to believe, but the office will survive without you.

Change –change is not a bad thing. Just because we “always did it this way” does not mean that we should not try a new way to do things. At the very least, those of us that have been doing it the same way for many years should listen and entertain a new option or procedure.

Mentoring –we must mentor each other. To the Silent Generation and the Boomers, be patient with the young-uns. They really do want to learn. They will catch on and will probably improve upon the technique. Gen-Xers and Millennials, be patient with us. We are not trying to make you crazy. We are just resistant to change.

 

Millennials in the Workplace

The following is an excerpt from Carolyn Heller Baird, Myths, exaggerations and uncomfortable truths: The real story behind Millennials in the workplace, IBM Global Business Services Executive Summary (Jan 2015). (View Full PDF)

Many commentaries claim that Millennials are ‘lazy, entitled, selfish and shallow.’ However, according to a multigenerational study of 1,784 employees from businesses across 12 countries and 6 industries, IBM compared the preferences and behavioral patterns of Millennials to those of Gen X and Baby Boomers.

From the Study
The research done by IBM’s study debunked 5 common myths about Millennials:

  • Myth 1: Millennials’ career goals and expectations are different from those of older generations. Our findings indicate Millennials have similar career aspirations to those of older generations. They want financial security and seniority just as much as Gen X and Baby Boomers, and all three generations want to work with a diverse group of people. Millennials also align with other generations over what it takes to engage employees at work.
  • Myth 2: Millennials want constant acclaim and think everyone on the team should get a trophy. When asked to describe their perfect boss, Millennials say they want a manager who’s ethical, fair and transparent more than one who recognizes their accomplishments.
  • Myth 3: Millennials are digital addicts who want to do — and share — everything online, without regard for personal or professional boundaries. No question about it, Millennials are adept at interacting online, but this doesn’t mean they want to do everything virtually. For example, Millennials prefer face-to-face contact when learning new skills at work. And Millennials are more likely to draw a firm line between their personal and professional social media networks than Gen X or Baby Boomers.
  • Myth 4: Millennials, unlike their older colleagues, can’t make a decision without first inviting everyone to weigh in. Despite their reputation for crowdsourcing, Millennials are no more likely than many of their older colleagues to solicit advice at work. True, more than half of all Millennials say they make better business decisions when a variety of people provide input. But nearly two-thirds of Gen X employees say the same.
  • Myth 5: Millennials are more likely to jump ship if a job doesn’t fulfill their passions. Another fiction. When Millennials change jobs, they do so for much the same reasons as Gen X and Baby Boomers. More than 40 percent of all respondents say they would change jobs for more money and a more innovative environment.

The study also uncovered three uncomfortable universal truths:

  • Uncomfortable truth 1: Employees are in the dark. Many aren’t sure they understand their organization’s business strategy — and their leaders are partly to blame. More than half of the people we surveyed don’t fully understand key elements of their organization’s strategy, what they’re supposed to do or what their customers want. What does it take to engage employees at work? Millennials’ priorities align with those of other generations Inspirational leadership Clearly articulated vision/ business strategy Work/life balance and flexibility Performance-based recognition and promotions Freedom to innovate Collaborative work environment Millennials Gen X Baby Boomers 20% 30% 40% Source: IBM Institute for Business Value Millennial Survey 2014, Millennials n=1,153, Gen X n=353, Baby Boomers n=278. Q18: Which attributes does an organization need to offer to help employees feel engaged at work? Select your top three. IBM GLOBAL BUSINESS SERVICES Talent and Change Executive Summary
  • Uncomfortable truth 2: All three generations think the customer experience is poor. We asked our respondents to rate their organization’s effectiveness on a number of factors such as workforce diversity and attention to environmental and societal concerns. The results were favorable, with a single big exception: employees of every generation think their enterprise handles their customer experience poorly.
  • Uncomfortable truth 3: Employees of all ages have embraced the technological revolution, but organizations are slow to implement new applications. As more Millennials have embarked on their careers, expectations of a technological revolution in the workplace have increased. However, only 4 percent of respondents claim their organization has no issues implementing new technologies. Most cite the impact new technologies would have on their customer experience as the key inhibitor.

 

Millennials: Mentoring & Building Relationships

MENTOR, NOT MICRO MANAGE!

I hear from both senior lawyers and younger lawyers, aka “millennials” of a failure to communicate and lack of common ground on mutual expectations.  Millennials have so much to offer– we baby boomers often forget that we did not graduate from law school ready to step-in and practice– we are often too harsh in our criticisms.  Surveys show that millennials want to be mentored, not managed.  I believe this not only requires patience in supervising assignments but also a coherent, structured approached to professional development by leadership.

Insights & Tips

  • Gap between perception of roles of senior lawyers and younger, millennial lawyers
  • Millennials view senior lawyers as mentors & back-up to fix their work
  • Supervising lawyers want associates to perform their work well to provide value for clients
  • Professional development is continual and works best when structured in a transparent manner.

The following is an excerpt from Grover E. Cleveland, Esquire, Above the Law, July 17, 2015.

Understanding how to build relationships with senior lawyers is another challenge for new lawyers. A question on that topic revealed a huge disconnect between  professionals and their associates. In responding to the statement: “Associates should treat senior lawyers as their clients,” 93% of PD professionals agreed. Only 54% of millennial lawyers agreed.

Why the gap? Some new lawyers view senior lawyers primarily as mentors – or their backup. There is a common misconception among new lawyers that the role of more senior lawyers is to fix the work of junior lawyers. Senior lawyers do not want to do that. Supervising attorneys will perform a quality-control function, but they want junior lawyers to do their own work and do it well. Clients won’t pay for work and rework.

To succeed, millennial lawyers must provide value to senior lawyers, just as those lawyers provide value to external clients. But the concept of providing value can seem foreign to new grads. Providing value is generally not a skill that law schools teach or require.

Although the skills lawyers learn in school are critical, millennial associates understand they have much more to master. In recent years law schools have made significant strides in providing more practical skills training. But despite this progress, 72% of the millennial lawyers disagreed with the statement: “Law school prepared me to practice law.”

The PD professionals disagreed even more. In that group, 87% responded that law school had not prepared associates for practice. Only 13% of the PD professionals agreed that law school had prepared associates to practice law.

By contrast, when BARBRI surveyed third-year law students earlier this year, it found that 71% believe they “possess sufficient practice skills.” Why the disparate results? Until law students begin practice, they don’t know what they don’t know.

 

Competency & Contentment Course

Learning is a process.  It takes time to absorb new information or insights, and to then evaluate the benefits and risks of modifying perspectives or behavior.  Soft skills are essential to effective representation. Only conscious repeated action creates a new habit or best practice.
The course content relies upon scientific research to offer the best practices, habits, and attitudes for both success and happiness as a lawyer.
The Competency and Contentment Course curriculum maximizes the opportunity to learn by targeting core competencies in a concentrated fashion.  The delivery method combines workshops and independent online study designed to provide the “stickiness” required for growth and professional enhancement.