Why Personal and Collective Happiness Matters: 3 Leadership Strategies for Success
We all want to be happy. Yes, even leaders. Even those whose daily meetings begin with the “bottom line.” To find a sense of optimal contentment is the foundation of most philosophical queries precisely because it’s a basic human need. But can leaders prioritize personal and collective happiness and, at the same time, still be effective?
In the 19th century, John Stuart Mill’s theory of Utilitarianism proposed that living well boiled down to impact. He argued that true happiness, rather than living for personal gain alone, could be evaluated by the collective outcome of decisions made. "The greatest happiness for the greatest number" is a famous line from Mill’s moral theory. This line of thinking presents a tall order for leaders with real problems.
If we define leaders as encompassing all those who support and guide others toward collective gain and growth, despite role or position, Mill’s proposition sets a standard that’s hard to argue with. If we are acting in the world as leaders, with or without a title and designation, the answer to whether leaders can be both effective and contribute to collective happiness is yes. But it’s not easy. Achieving some level of mutuality in any regard requires rigorous self-evaluation and situational awareness.
Through the self-study, including an honest assessment of limitations, goals, and surroundings, we can begin a journey toward results. Both personal contentment and creating an environment in which others can thrive begin to take shape because we have a clear view of what is needed. Below are three initial steps for building collective contentment on a foundation of self-awareness.
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Create a rigorous system of self-evaluation. In other words, a way of checking in with ourselves on a regular basis. Journaling is one method to accurately evaluate how you are feeling about your skills, abilities and limits thereof (Li).
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Practice personal resilience. There is no burnout like that of a leader because everyone feels it. For this reason, we must take measures to practice basic self-care. Taking a little time every day to reflect on successes, do something you love – ideally with someone you love – or get out in nature can be a good place to start.
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Practice situational awareness. Identify points of connection by asking yourself the following: If you are part of a team, are you relating to all of these people? Is there an opportunity to lift the water level of the collective happiness through further engagement or recognition? How comfortable is everyone on the team in their respective roles? What can you influence right now?
While we must be realistic and understand what we cannot control as leaders, there is ample opportunity to enhance our ability to “read the room” and acknowledge our personal responsibility. Ultimately, it is up the leader to create an environment in which the largest number of people can thrive and find happiness, while also contributing to the mutual goal. Still a tall order, but it is possible.
Li, Meng. “Becoming a Wise Leader” Lead Read Today
Macleod, Christopher, "John Stuart Mill", The Stanford Encyclopedia of Philosophy (Summer 2020 Edition), Edward N. Zalta (ed.), https://plato.stanford.edu/archives/sum2020/entries/mill/.
R. A. W. Rhodes (ed.), Paul 't Hart (ed.). The Oxford Handbook of Political Leadership
Disclaimer
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