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Product Description
Book Description
Workplaces where employees are happy, motivated and valued are simply more productive and more profitable. The Happy Manifesto is a call for change, a call for the creation of better and happier workplaces and a call to transform management and make it focus on what makes people more effective. Henry Stewart's ideas are visionary, timely and practical.
--This text refers to an alternate
Paperback
edition.
Product Description
Workplaces where employees are happy, motivated and valued are simply more productive and more profitable. The Happy Manifesto is a call for change, a call for the creation of better and happier workplaces and a call to transform management and make it focus on what makes people more effective. Henry Stewart s ideas are visionary, timely and practical.
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Customer Reviews
Most Helpful Customer Reviews
2 of 2 people found the following review helpful
Format:Paperback
Hold `business as usual'! Instead, recruit for attitude, pre-approve staff projects, dump `management', work so you get a life (= more than work), celebrate mistakes, and above all, make your people feel good. Sounds impossible? Well Henry Stewart has the evidence these factors (along with others) ensure consistent, excellent performance. And his organisation has many continuing awards for best company, best for staff and communities, to prove it.
The barriers to this: managers steadfastly sour-dressed in the `old management' mindset which continues to produce rust not trust, dulled attendance not engagement. Managers who fail to realise that the greatest risk is doing more of the same.
There are many exhilarating examples here of how to start changing your organisation. Fearful managers could start with how Stewart himself overcame his own default management habit of `managing by cloning' (creating staff in his own image) a branch of command and control, and how such organisations deal with `I love my job but not my manager'. We are also made aware of the strategic need to set direction first, so all the company energies are forward-facing. There is, too, an outline of how organisations can succeed in an increasingly uncertain climate (the `new normal') by creating a learning culture designed to enable independent learners and staff. Perhaps an underdeveloped strand?
If you want a roughened-with-experience guide on how to multiply staff vitality, imagination, engagement and performance, buy and use this. It's in the new about-time tradition of putting employees first in order to better serve customers. Read it alongside Umair Haque's 'New Capitalist Manifesto:building disruptively better business'. As for the actual `manifesto' at the end, if you don't like it improve it and tell them, or build your own. THM makes (new) risk safe. Donal Carroll Critical Difference
The barriers to this: managers steadfastly sour-dressed in the `old management' mindset which continues to produce rust not trust, dulled attendance not engagement. Managers who fail to realise that the greatest risk is doing more of the same.
There are many exhilarating examples here of how to start changing your organisation. Fearful managers could start with how Stewart himself overcame his own default management habit of `managing by cloning' (creating staff in his own image) a branch of command and control, and how such organisations deal with `I love my job but not my manager'. We are also made aware of the strategic need to set direction first, so all the company energies are forward-facing. There is, too, an outline of how organisations can succeed in an increasingly uncertain climate (the `new normal') by creating a learning culture designed to enable independent learners and staff. Perhaps an underdeveloped strand?
If you want a roughened-with-experience guide on how to multiply staff vitality, imagination, engagement and performance, buy and use this. It's in the new about-time tradition of putting employees first in order to better serve customers. Read it alongside Umair Haque's 'New Capitalist Manifesto:building disruptively better business'. As for the actual `manifesto' at the end, if you don't like it improve it and tell them, or build your own. THM makes (new) risk safe. Donal Carroll Critical Difference
1 of 1 people found the following review helpful
Format:Paperback
This book is like a giant dare, a sort of `truth or consequences' for organisations in the 21st Century. In its easy to read style, Henry Stewart explains how he has turned many conventional organisational practices on their head and has reaped the awards by creating a business that is regularly voted as one of the best small businesses, as well as one of the best places to work, in the UK.
The book describes the steps Henry has taken to achieve this in his business while also providing plenty of examples from other successful and like-minded organisations.
Reading this book has changed my perspective of organisational convention and has left me wanting to work in a place that applies the principals so clearly described in `The Happy Manifesto'. Reading it means that work will never seem the same again. Now it's your turn - I dare you.
The book describes the steps Henry has taken to achieve this in his business while also providing plenty of examples from other successful and like-minded organisations.
Reading this book has changed my perspective of organisational convention and has left me wanting to work in a place that applies the principals so clearly described in `The Happy Manifesto'. Reading it means that work will never seem the same again. Now it's your turn - I dare you.
Format:Paperback
This is a provocative book about how Henry Stewart started and very successfully built up the Happy Ltd computer training company in London. In the process he turned many traditional orthodox management ideas on their heads.
The whole philosophy can be summed up as: 'Management as if people mattered'. Overall, you may not agree with all of his philosophy, but I suggest you read the book first before being too dogmatic.
Here are those parts of the book which I found most interesting and controversial. Make all information including salaries open to all employees in the company (except of course sensitive and personal information). Recruit for attitude and train for skill. At Happy they conduct all job interviews in groups, because of the importance to them of fruitful interaction and mutual support. Within firm boundaries, encourage innovation and risk-taking, and follow this up by celebrating mistakes. When employees must or choose to leave, then try to ensure that they leave well, and supported. Identify and develop each individuals strengths, rather than force square pegs into round holes. Happy follows the disconcerting, but actually very successful, Gore-Tex model of having elected managers. `If you want to be a leader find some followers'.
Profits are essential and important for any business but are not enough. Happy is also in business to make a difference, so they take positive steps to be socially engaged. 'Otherwise why bother'.
Not all of these ideas may be applicable to your business, and some will need to be tailored to individual circumstances. But this is an excellent provocation to justify to yourself why not, and to push you to think outside of the traditional mindset.
The whole philosophy can be summed up as: 'Management as if people mattered'. Overall, you may not agree with all of his philosophy, but I suggest you read the book first before being too dogmatic.
Here are those parts of the book which I found most interesting and controversial. Make all information including salaries open to all employees in the company (except of course sensitive and personal information). Recruit for attitude and train for skill. At Happy they conduct all job interviews in groups, because of the importance to them of fruitful interaction and mutual support. Within firm boundaries, encourage innovation and risk-taking, and follow this up by celebrating mistakes. When employees must or choose to leave, then try to ensure that they leave well, and supported. Identify and develop each individuals strengths, rather than force square pegs into round holes. Happy follows the disconcerting, but actually very successful, Gore-Tex model of having elected managers. `If you want to be a leader find some followers'.
Profits are essential and important for any business but are not enough. Happy is also in business to make a difference, so they take positive steps to be socially engaged. 'Otherwise why bother'.
Not all of these ideas may be applicable to your business, and some will need to be tailored to individual circumstances. But this is an excellent provocation to justify to yourself why not, and to push you to think outside of the traditional mindset.
Most Recent Customer Reviews
Reads like management satire.
Here's my favourite quote from the book, I think it gives you a taste of the kind of thinking this book contains. Read more
Published 3 months ago by lambcrash
Just maybe
This is one of those books where you think after reading each chapter 'just maybe'. It is full of positive ideas for creating a workplace that supports it's staff and brings the... Read more
Published 5 months ago by innocent
Brilliant book
Really good. It is not too long and easy to read. I really liked the real life examples. It really does challenge conventional thinking. Buy it now!
Published 5 months ago by LizJ
A book that haunts me - in a good way
So, to start the review I have to declare that I find most touchey-feeley self-help-type books excruciating to read. I assumed this was just another. Read more
Published 6 months ago by Robert Craven
excellent read!
Totally accessible even to someone without a business brain like me! Use of real life examples makes it really inspiring and the stories are so interesting and engaging I've found... Read more
Published 6 months ago by helen hughes
WOW
I absolutely love it. I did the big mistake today; I started reading the "A Happy Business Story" which I downloaded together with the Happy Manifesto the other day. Read more
Published 6 months ago by Lissy Thornquist
Transform your organisation
There are zillions of books on management and leadership. But only a handful that anyone concerned with enabling your staff teams to be effective must have. Read more
Published 6 months ago by Marion Janner
Make Your Organisation a Great Workplace
The Happy Manifesto: A template to energise and transform. Some of the ideas (all implemented in Henry's successful business) are pretty obvious (when seen in print) but require... Read more
Published 6 months ago by Trevor B. Lee
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