Being happy in business is possible: an innovative method to promote it

It is the most valuable resource but often also the least considered. Happiness means creating a working environment where people feel valued and motivated, where they can express their potential and, above all, where they can grow not only as professionals but as human beings. Only in this way can a company truly stand out: not only for its results, but for the quality of life of the people within it. And that is the real pre-eminence.

Is it the task of management to create the necessary conditions for this environment to develop?

The concept of happiness is often misunderstood and reduced to a series of fleeting moments, but in happy organisations a context is built that allows each individual to be themselves. One of the keys to creating happiness in business is to adopt an approach based on open communication and empathy: people working together need to feel heard and to know that their ideas matter and that their emotions count. A leader should make listening space a daily priority, not only for work-related matters but also for personal aspects, and must create favourable conditions for each person to have a professional experience that goes beyond simply 'working'. In other words, it must transform the company into a place where each person can feel that they are doing something that has deep meaning and value. A leader who aspires to create happiness must be clear that preeminence is not only achieved through technique or knowledge but by virtue of a constant inner quest, with the desire to improve oneself and the ability to help others do the same.

Shall we try at this point to give a description of 'prominent leader'?

To be a preeminent leader means not only showing the way, but walking it together with one's co-workers, inspiring them by example and dedicating oneself to the well-being of one's team as much as to economic results. A leader must be able to cultivate optimism even in difficult times, and show how mental attitude can make a difference in solving a problem. Another pre-eminent characteristic of a leader is the ability to recognise and value the successes of the group: celebrating achievements, even small ones, is fundamental to creating a sense of belonging and motivating people to give their best. Genuine appreciation is a powerful driver of happiness, because people need to feel recognised and appreciated for what they do and, even more so, for who they are.

What are the main critical issues to be overcome for a manager aspiring to pre-eminence?

Happiness does not mean avoiding difficulties, it means facing them with a solution-oriented mindset and a positive attitude. Being optimistic does not mean ignoring problems, but having the conviction that there is always a way to improve things. Optimism is a skill that can be cultivated, and it is the leader who first needs to embody it. His example will have a domino effect on the whole team, inspiring employees to see the glass half full and focus on solutions rather than problems. When challenges are experienced as opportunities for growth rather than obstacles, a climate of mutual trust is created, and such an approach contributes to a working environment where stress is reduced and enthusiasm for what one does becomes contagious. Happiness, we should remember, brings many benefits: it improves productivity, fosters innovation and strengthens the bond between employees.

A question to close: what concrete strategies should a company, or a leader, put in place to promote happiness within an organisation or work team?

The first is to promote a culture of positive and constructive feedback, a very powerful tool to encourage employees' growth and self-esteem. It is also necessary to foster personal and professional growth by investing in training, offering development opportunities and stimulating self-improvement, all of which contribute to corporate well-being. It is therefore necessary to cultivate and foster authentic relationships between team members, through team building activities, sharing moments or simply encouraging a 'how are you' model that goes beyond formality. Equally important is to respect the work-life balance, and thus the 'life-work balance' and not the 'work-life balance'. Finally, gratitude must be encouraged, for achievements, shared experiences and help received. A work environment where gratitude, a fundamental tool for promoting happiness, is daily practice is an environment, and an organisation, that flourishes.