Question

"Happiness Advantage" Effect

In July 2010 Burt's Bees, a personal-care products company, was going through big 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. In doing so, managers lift everyone's anxiety level, 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 that praises team members for work related to global marketing. He'd remind his managers to talk with their teams about the company's values. He asked his managers to hold another three-hour meeting on happiness with employees in the course of the expansion effort. Wolfgang's emphasis on developing positive leadership kept his managers 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(思維模式), performance on nearly every level—productivity, creativity,—improves. People who have a positive mind-set perform better in the face of challenge. I call this the "happiness advantage"—every business outcome shows that it has been improved 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. In an analysis of 225 academic studies, researchers found strong evidence of cause-and-effect relationship between life satisfaction and successful business outcomes.

A common misunderstanding is that only our genetics, our environment, or a combination of the two determines how happy we are. To be sure, both factors have effects. But one's general sense of happiness is surprisingly unstable. The habits we form, the way we interact with colleagues, how we think about stress—all these can be managed to increase our happiness and our chances of success.

Title: "Happiness Advantage" Effect

I. Burt’s Bees ____76______to management and its effect

 ●Leaders bothering their assistants

 ●Assistants’ anxiety level ____77______

 ●Problems solved less ____78______

II. John Wolfgang’s different approach to management and its effect

●A daily e-mail ____79______ sent

●Managers reminded to talk about____80______

●A three-hour meeting ____81_____being held

●Positive leadership making managers ____82_____to the company

●Goals achieved

III. Research findings

●People performing better when ____83_____ positively

 ●Every business outcome showing____84_____ when the brain is positive

IV. Factors contributing to our happiness and chances of success

●_____85________

●Habits we form

●The way we interact with colleagues and we think about stress

Answer 1

83. thinking /they think           84. improvement    85. Genetics and environment