Angela Stopper on Boosting Performance, Growth and Happiness at Work
About Performance and Happiness
One of the first articles correlating performance and happiness was published in 2003 showing that these two concepts are closely related. They are part of an effective performance-management system; connecting a culture that supports positive impact on people: performance and overall happiness.
Studies show that individuals who are happy and effective performers share similar characteristics. They:
- Have a clear direction and find that direction motivating
- Talk and act in ways that promote performance and happiness for all
- Are significantly engaged in their work, finding meaning and purpose in their work, and have more positive experiences than negative experiences
- Are optimistic, look into the future, and are happy about their workplace.
That’s where I want to dig more and understand new ways to Boost performance, growth and happiness at work. My guest - Angela Stopper - is known for her innovative views on education.
About Angela StopperDr. Angela Stopper is the Chief Learning Officer at the University of California, Berkeley. In addition to her work at UC Berkeley, Dr. Stopper is a faculty member with Penn State World Campus . She holds a M.S. in Workforce Education and Development, and a Ph.D. in Workforce Education and Development.
Connect with Angela at https://www.linkedin.com/in/angela-stopper-ph-d-a75b0710/
What we discussed with Angela Stopper:- Post-covid many organizations have increased there investment in people’s development - what changes have you observed on their areas of focus in Learning & Development
- Has the role of L&D changed since covid? Should we expect more changes?
- What are the most recurrent limiting beliefs that L&D / HR have concerning people’s development
- What are the strategies that work to drive performance, growth and happiness at work
- One of the challenges for organizations is on scaling up coaching. It cost a lot and sometimes it takes time to see results - what are their options?
- Is ‘coaching culture’ a myth and can it a reality? How?
- The traditional model of assessing performance might be the bottleneck to create intrinsic motivation and engaged workplaces. What alternatives should organizations consider?
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