laughing Company The best attract magically
In laughing companies there is fun, a greenhouse climate for splendor and a biotope for good ideas. They provide a perfect basis for top performance and economic success. Customers like to buy such products again and again. And they tell the whole world why this is so. So if the mood is right, the results will be right.
It is an ancient prejudice and a dangerous mistake to believe that fun and work do not match. Exactly the opposite is the case. Life and laughter in the company create sympathy. And mutual affection favors success. Laughter overcomes fear and ensures trust. Laughter activates the brain, it keeps us healthy and makes creative.
We enjoy what we enjoy, it is easy for us, we like to do it well. One of the best indications of how healthy a company is, provides the level of humor that prevails there: the common laughter in meetings, with the boss, in the corridors and in the canteen. Because only, who is well, who also has something to laugh.
Laughing companies are high-performance generators with heart
Laughing companies are not children's birthday parties, but high performance generators with heart blood factor. They constantly provide their employees with new challenges - at the core of their talents and on a willing basis. There we find an excellent performance level, an open, honest back-and-forth communication and appreciable mutual appreciation.
Laughing companies produce winners who can and are proud of their top results. A laughing corporate culture thus does not spring from a socially romantic cuddle course, but from an unmistakable economic calculation.
In laughing companies, the available energy is used constructively and non-destructively. The view of the entire organization is directed to the outside, ie to the market and the customers, because from within the company threatened nothing evil - and no danger, which binds unnecessary forces.
Why laughing companies deceive the customers
Creativity can only arise in cheerful brains. And only in a positive climate will loyalty, commitment, responsibility and creative power thrive in the long run. Developments and trends are sensitively perceived. The willingness to innovate is high. Changes are interpreted as an opportunity and not as a danger.
Cross-departmental and corporate boundaries create a willingness to participate at a high level, so that ideas, knowledge and insights can always be combined differently. The unfolding creativity leads to constantly new outstanding solutions and thus out of the copying trap.
Especially for employees close to the customer, it is important to work in a laughing company, because they contribute the corporate culture to the market. So it is indispensable to look for optimists in the job interview and to test not only the ability, but also the will. One recognizes this among other things by the answer to the following question: "Who is actually responsible for the fact that you enjoy the work?"
How dopamine euphoria puts us in top shape
Executives who want top performers better serve their employees with positive kicks, rather than threatening the scourge of failure. For challenges. The short-term stress has no negative effects, quite the opposite. It brings us in high form. The reward for learning and improving is a powerful drug: the bliss of having surpassed oneself.
With the achievement of high goals, the brain floods our body with dopamine euphoria, which makes us increasingly powerful, enterprising, positive and also confident and confident. And it awards our commitment to the construction of millions of high-performance neurons.
In particular, brain-workers experience this phenomenon. Because even flashes of inspiration are accompanied by dopamine. This leads to an activation of large neuronal associations and to a stronger networking of the learning contents. On the other hand, continued frustrations cause people to lose their ambition because dopamine production dies down.
How to become a laughing business
Executives should let the whole team work in the working atmosphere, because everyone is in his own way responsible for it. For this, I propose the following procedure: Draw a scale from zero to ten, with ten being the highest grade.
Select a criterion from the laughing section. Then let each individual employee mark anonymously the number of the department as a whole. Subsequently, all should work together on how the values can be improved by one scale point up to a point in time x.
Such scaling questions can make a perceived state very visible, without having to explain it long and wide. In addition, generalizations or generalizations can be relativized in this way: instead of a categorical good or bad, gray areas become visible. Finally, improvements can be sought together in small, feasible steps.
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German edition: ISBN 9783965960282
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