Pressure is not the key to success.
Many companies remain convinced that pressure is the best way to get results. However, research and experience show the opposite: it is relational security and joy at work that unleash motivation, strengthen commitment and support long-term performance.
Well-being should not be seen as a distraction, but as a pillar of collective performance. Even if some organisations still prioritise immediate figures and results, the facts are clear: happy employees are more creative, more efficient and more productive, and feel more committed to the company.
The benefits of a happy team
A team that cultivates happiness and trust works together more easily. Collaboration is smoother because everyone knows they can count on each other. This mutual trust creates a caring and positive dynamic.
In this climate, employees dare to propose new ideas, share their opinions more easily, come up with innovative solutions, and do not hesitate to point out the weak points of a project.
This creates a virtuous circle where decision-making is faster, projects become more relevant, and the team progresses thanks to constructive feedback. This mindset creates lasting synergy, generating a virtuous circle that makes high performance natural, without unnecessary effort or constant pressure.
Why does joy sometimes disappear from companies?
In organisations where the focus is almost exclusively on KPIs, figures and targets, employees feel constant pressure, which affects their well-being at work.
The key lies in relational security, i.e. a climate where everyone can express themselves without fear of judgement, rejection or punishment. This principle is based on: kindness and listening, recognising emotions and needs, respecting differences, accepting mistakes as learning opportunities.
When these pillars are in place, motivation, performance and commitment come naturally.
Another key factor is the search for meaning. Employees, especially younger generations, want to align their personal values with those of their company. When this is not the case, motivation and well-being fade.
Finally, excessive and continuous pressure ultimately blocks communication. Discussions become limited to results, leaving aside the needs, aspirations and careers of employees. However, even in difficult times, it remains essential to recognise the work accomplished and maintain a climate of trust.
The key role of managers and leaders
Managers play a decisive role: when they embody emotional openness and kindness, they set an example and enable their employees to do the same. This promotes a corporate culture where psychological safety and positive communication are central.
By encouraging caring behaviour, managers create a positive contagion effect that allows everyone to express themselves, find their place and flourish.
Concrete actions to be implemented
- Show sincere appreciation: regularly thank and congratulate employees for their successes, rather than just pointing out their mistakes.
- Take the time to listen: ask open-ended questions about needs and feelings to create a healthy space for expression.
- Align missions and values: understand what motivates each employee and offer projects that match their aspirations.
- Create opportunities for socialising: organise informal gatherings such as a weekly breakfast to strengthen bonds and encourage spontaneous exchanges.
In summary, performance does not result from pressure but from a balance between high standards and well-being. By applying benevolent management, joy and meaning at work, companies build teams that are more committed, more creative and more effective.
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