Photo credit: iStockphoto.com (Nadezhda Kurbatova)
Robyn Garrett is a speaker, author, and CEO of Beamably, a leadership technology company that helps leaders develop the courage to change the world.
She also literally wrote the book on happiness at work: Happy at Work: How to Create a Happy, Engaging Workplace for Today’s (and Tomorrow’s!) Workforce.
Robyn will share her insights at the 2024 Pennsylvania Conference for Women on Nov. 7 at the Pennsylvania Convention Center. She joined us recently for a conversation that offers a preview of her inspiring tips to come.
A limited number of tickets are still available.
Here are excerpts from the conversation, lightly edited for brevity and clarity.
CFW: What drew you to the work you do?
Robyn Garrett: Sure. I became a manager when I was 22 and have been in leadership positions since then. I’ve been part of startups, growing businesses from small teams to larger operations. Along the way, I’ve always been interested in leadership. Early in my career, I made plenty of mistakes and had to learn difficult lessons.
As I moved up the corporate ladder and became an executive, I wanted to work with leaders—especially young ones—to help them develop a new mindset and support them. Many people feel alone and without role models, and I wanted to create more community and resources around what modern leadership could be.
CFW: Your most recent book is Happy at Work: How to Create a Happy, Engaging Workplace for Today’s (and Tomorrow’s!) Workforce. Before we get into the “how,” let’s discuss the “why.” Why is it essential to create a happy, engaging workplace?
Garrett: Many employers ask, “How do I make my employees happy?” or “How do I get good scores on engagement surveys?” But they’re asking the wrong question. It’s not about forcing happiness or ticking off a box. Happiness at work comes down to three key things: people need to feel safe, respected, and valued. If those needs are met, people will likely feel good at work—even if some days are tougher than others.
When people are unhappy, it usually boils down to feeling unsafe, disrespected, or unvalued. The book breaks this down further into ten areas with specific tips, helping leaders understand how small changes can make a big difference in creating an environment people want to work in.
CFW: What do you say to leaders who argue that their organizations don’t exist to make employees happy but to achieve their mission and make a profit?
Garrett: If you want a healthy, thriving business in 2024 and beyond, you must operate in the modern environment. In some transactional environments, where the exchange is clear and fair, that approach may work. But if you want creativity, innovation, and agility in your organization, you need engaged, empowered employees at every level—not just at the top.
Many leaders believe that happy employees drive profit and efficiency, which is true. But if profit is your only goal, be upfront about it. People respect transparency. However, if you want a thriving business that can adapt to fast changes and innovate, then creating strong, healthy teams and a positive work culture is essential.
CFW: Let’s discuss the future workforce and how leaders must prepare for it.
Garrett: Things are always changing—culturally and economically—and those shifts impact business. What’s true today might not be tomorrow. I emphasize in the book the importance of staying current. Ensure your salary data is updated and your processes and systems aren’t outdated. In tech, we call this “technical debt”—when outdated systems hold you back. This concept applies to any business. If you’re not modernizing, you’re lugging around inefficiencies.
The pace of work will not slow down, and transparency will only increase. Businesses can no longer hide behind closed doors. Emails can be leaked, and social media amplifies everything. Leaders must consider themselves semi-public figures and know how their actions and decisions could be perceived.
CFW: What are some of people’s biggest mistakes when addressing happiness at work?
Garrett: The most common mistake is treating culture as a buzzword, sprinkling some “culture dust” on top of existing practices—like implementing casual Fridays or quick-fix programs. Culture isn’t something you check off a list; it’s the daily interactions that define the workplace. Everyone, from executives to individual team members, contributes to culture. Leaders, especially, need to be thoughtful about their power to shape culture and use it to create meaningful change.
CFW: What are your three most important tips for creating a more positive workplace culture?
Garrett: First, stay current with information, especially regarding compensation. Make sure you’re paying employees fairly. As I say, never pay below the median—if you want average or above-average workers, don’t offer below-average pay.
Second, work within your purview. It’s great to brainstorm big ideas, but if they’re beyond your control or require a massive corporate effort, it might not be the best use of your energy. Focus on what you can influence and make happen in a meaningful timeframe.
Finally, empathy is crucial. It’s not just about understanding your customers but also your employees. People want to work with companies that serve them well and meet their needs. Empathy helps you understand people’s thoughts and feelings, leading to better decisions that benefit everyone.
