Hello , and welcome to Friday Coffee with MAP!

It is often said that laughter is contagious. And indeed, the effect of the mood of those around us clearly shapes our own. This week’s piece highlights an argument from writer, professor, and happiness expert Arthur Brooks about how this principle shows up powerfully in the workplace, and how a leader’s emotional state can ripple through a company’s productivity & effectiveness. His perspective provides a timely reminder that tending to our own well-being isn’t indulgent; it’s a proactive, intentional practice that strengthens everyone around us.

Happy reading!

"A Leader's 'Responsibility' to Be Happy"
_{by Dave Smith for Fortune}

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This article highlights Harvard professor and happiness writer Arthur C. Brooks’s argument– made in a recent talk that can be viewed HERE- that a workplace leader’s personal happiness & attitude directly informs employee well-being and, ultimately, company performance.

Brooks argues that “leaders who know how to prioritize their happiness will learn it is a ‘really, really is a good investment.’” He explores reasons why many CEOs struggle to overcome the stressors of their demanding roles, and presents some compelling data to support his claims:

The Business Case for Happiness at Work: Brooks cites workplace happiness/performance data from 7500 publicly traded companies, showing a strong correlation between employee happiness and that company’s stock performance– with companies in the top tier of workplace well-being outperforming major indexes.

Additional research from Oxford University reinforces the argument that happiness not as a “soft” benefit but as a high-ROI business strategy.

What Workers Want: Brooks argues that perks like ping pong tables or beanbag chairs in the office miss the mark– that employees want to work for an employer/leader who is engaged, passionate, and attentive. These qualities are all associated with personal happiness.

Psychologists cite a phenomenon called “emotional contagion,” meaning that an employee’s satisfaction and engagement are directly shaped by a leaders wellbeing.

Brooks notes that at the end of the day, employees want four specific things: genuine friendships at work, feeling empowered and a sense of growth at their jobs, management that listens to their suggestions, and efficiency (not having their time wasted in unnecessary meetings).

The Leadership Trap: Roughly half of CEOs report feelings of isolation, with 70% of first-time executives saying loneliness negatively affects their performance. Brooks argues that this should be common knowledge among leaders who want to improve.

While the pressures of being a workplace leader are clear, the imperative to be intentional about one’s own personal happiness is clear. Brooks take it a step further: if you’re in any position of leadership, you have an ethical responsibility to be working on your happiness because it’s your gift to the people over whom you’re a steward.”

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So tell us: Have you seen a leader’s happiness and well-being directly influence the direction and performance of a company you’ve been part of?

Thank you,

The MAP Team

MAP Strategic Wealth Advisors | A Member of Advisory Services Network, LLC
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