Happy Ltd: Building Trust and Freedom in the Workplace
What if workplace happiness was more than just a buzzword? At Happy, it’s a core principle that shapes every decision and interaction. Since 1987, Happy Ltd has been revolutionizing the way organizations think about work culture, demonstrating that happiness isn’t just good for people—it’s great for business.
This blog post is part of 50+ case studies of self-managing organizations we created for the 2024 inaugural ZeroDX awards. These organizations embody the principles of RenDanHeYi in their work structures:
Zero Distance to customer: Decision what to build is based on insights from the marketplace
Autonomy: Small teams with full decision-making autonomy enable speed in execution
Shared Rewards: Everyone in the micro-enterprise participates in its financial success.
Introducing Happy
Happy Ltd, established in 1987, is a multi-award-winning B Corp based in London, UK. Specializing in IT training, leadership development, and workplace consultancy, Happy's mission is to create joyful and productive workplaces.
“We help organisations create happy workplaces”, explains Henry Stewart, Chief Happiness Officer. “The research is very clear that happy workplaces are more productive. Happy employees = happy clients = happy profits.”
The company aims for employees to find joy in at least 80% of their work, aligning with its core values of trust, empowerment, and continuous learning. Inspired by Ricardo Semler’s radical management approach at Semco, founder Henry Stewart sought to create an organization that prioritizes employee happiness. Today, Happy operates with 22 team members and about 50 part-time associates.
Happy exemplifies the RenDanHeYi principles in the training and consultancy industry, embracing coaching instead of traditional management, democratic decision-making, and a focus on shared rewards and team happiness.
Organizational Structure
Happy employs a decentralized organizational structure that balances horizontal collaboration with vertical empowerment. Leadership and decision-making responsibilities are distributed across levels, enabling employees to take ownership of their work. This structure supports the company's goal of creating a workplace where individuals feel trusted and motivated. Key strategies include giving employees control over their own work processes and allowing them to design their own job roles.
Customer Centricity and Autonomy
Happy's customer-centric approach prioritizes client needs and satisfaction. Employees interacting with clients are empowered to tailor services, resolve issues swiftly, and build strong relationships—all without needing managerial approval. This autonomy enables the company to respond effectively and deliver exceptional client experiences.
Coaching not Management
At Happy, traditional managers are replaced with coaches who guide and empower employees.
As Lydia says, “I love my sessions with Cathy. I always leave my one-to-ones more excited and inspired than when I went in.”
And Sal shares: "My coaching sessions help boost my confidence. I set clear and achievable objectives and goals for our coaching sessions. It helps me own them and be accountable for taking specific actions and measuring the progress. I also get better at problem-solving during my coaching as I get support and assistance with reaching my objectives. I am not told how to do it or what to do; rather, I come up with a solution through coaching.”
Employees also choose their own coaches, adding another layer of personalization and empowerment.
Democratic Salaries
Salary decisions at Happy are a team effort. A democratically elected salary panel determines the salary pool based on profit expectations. Employees also vote on the CEO’s (or the Chief Happiness Officer's) salary, ensuring transparency and fairness.
Moreover, Happy maintains an open salary policy, with all staff having access to a spreadsheet detailing current and past salaries.
Creating Joy at Work
“Creating Joy at Work” isn’t just a strapline at Happy—it’s a measurable goal. Managing Director Cathy Busani shares, “My goal is for all my team to find joy in 80% of what they do. Initially, it was 73%, but now it’s 86%.”
Internal Culture and Employee Treatment
Happy is committed to creating a positive and supportive work environment. The company adheres to the principles outlined in "The Happy Manifesto" and “Creating Joy at Work: 501+ Ideas for a Happy Workplace”, which emphasizes the importance of employee well-being and empowerment. Employees are encouraged to engage in continuous learning and development, with access to various coaching and training programs.
The company fosters a culture of trust and freedom by allowing flexible working hours and encouraging transparency and open communication. This focus on personal and professional growth contributes to a culture where people feel valued and motivated to contribute their best work.
Happy Ltd also implements several unique practices to support its values and culture:
Democratic decision-making: Happy is renowned for its democratic approach, utilizing Pre-Approval processes to ensure inclusive decision-making.
Working to strengths: New employees take the Clifton Strengths Assessment to align roles with individual strengths.
Celebrating mistakes and innovation: The company fosters a culture of innovation and continuous improvement by encouraging the celebration of mistakes.
Happy Ltd offers a host of benefits to its employees, which include a 4-day working week and a generous holiday package including paid sabbaticals for long service.
It also has a comprehensive bonus scheme where 20% of the profit is distributed evenly among staff and 4% is donated to charities chosen by employees.
Conclusion
Happy Ltd demonstrates how self-management, autonomy, and shared rewards create a thriving workplace. As a pioneer in joyful workplace practices, it exemplifies the RenDanHeYi principles and continues to inspire organizations worldwide to prioritize happiness for greater success.
