Weekend Australian
By Persephone Nicholas
What do you do when you see a spaceman? Park your car in
it, man!
Simon Rountree sees value in humour. Chief executive of Camp
Quality, a not-for-profit organisation using fun therapy to bring
optimism and happiness to the lives of children and families
affected by cancer, Rountree says there is room for a lot more fun
at work.
He believes employers who embed fun and laughter in their
corporate culture can create commercial advantage and more. Camp
Quality has seen many changes since Rountree took the reins nine
years ago. "When we started on this journey, we generated about $3
million per year, we now generate close to $14m a year. Our staff
was about 30, now we have 80 staff. We had roughly 1500 children
involved in our program, we now have over 5000." He says the
changes have come with an attitudinal shift. "When I came, we were
a dark and depressing organisation focusing heavily on death. Kids,
families and volunteers would say: It's too depressing, I don't
think I'll come again.' Ultimately kids just want to be kids. A
large part of children's lives [are] about having fun so if we're
supporting children, we should be fun too." He says cultural
transformation was a strategic choice. "Back then it was about
creating a point of difference in the marketplace. Most charities
promoted themselves from a negative point of view. We promoted
ourselves in a way that was: Children get cancer and they die, so
give us your money.' The organisation today is the opposite; we
celebrate life, are optimistic and get through difficult times."
Rountree says creating an optimistic culture isn't hard. "We train
our staff to think from a positive ... point of view.
Even if they're not born optimistic, with the training and tools
we provide to reinforce good behaviours and good thinking, it
doesn't take long for people to shift into what we call a learned
optimistic' point of view." Laughter is key to creating a positive
workplace culture. "We conduct laughter classes for our staff. We
have a fun therapy champion in each of our 13 offices around
Australia. They ring a bell and everyone downs tools and comes to
join in a fun activity, like a game of marbles, for five or 10
minutes. When you laugh and feel good, it increases red blood cells
inyourbody, and that's good for your immune system, it increases
your endorphins and stimulates your body. Staff go back energised
and productive," he says.
The feel-good factor is contagious. "We've created a happy,
stimulating work environment; people want to come to work. They
have a damn good chuckle and no one thinks: Are you wasting time
because you're having a laugh with other people around the water
cooler?' We want people to laugh and feel that's good behaviour.
Our sick leave has been dramatically reduced and our staff turnover
is about 12 per cent compared to the industry standard of about 22
per cent." A cheerful atmosphere brings out the best in employees.
"As a not-for-profit, we run on the smell of an oily rag. Staff
constantly work over and above the call of duty because they're
passionate about the organisation and when stressed, they're given
tools to release stress." Upbeat communication extends the message.
"Whether I'm meeting the CEO of a large company or having an
internal meeting with my staff, rapport is really important. I
always start meetings with ajoke or optimistic message." Written
communication need not be too formal, he says. "We create fun in
everything we do, from answering the phone through to business
cards and annual reports. Our annual reports are highly interactive
and have games and jokes inside. We get feedback saying, That was
the first annual report I've read from cover to cover because it
was engaging and fun.'" Committing to an optimistic culture does
not mean failing to acknowledge the darker side of life. "We deal
with childhood cancer; it's not smelling roses all the time. When
there is bad and sad news, if a child has passed away, it's about
recognising and being appropriate for that circumstance, but
understanding you can deal with it. You will not always be feeling
sad or mad, you can put it in perspective and know there will be
brighter days ahead."
Psychologist and executive coach Tim Sharp (aka Dr Happy),
founder of The Happiness Institute, is an expert in the application
of positive psychology principles within organisations and teams.
He says attitude makes a big difference. "Happy employees are
better employees. They're healthier, more productive, work better
in teams and they interact more positively with customers and
clients." Sharp uses positive psychologybased executive coaching to
help organisations get the most from people. "Positive psychology
is largely about creating organisations in which every individual
has an opportunity to thrive and flourish. Research shows
relatively simple things like paying people money, providing
tangible rewards are important but they're not everything and
there's a limit to the return on investment you get. There are
other factors that are far more important when it comes to
committing to staying with an organisation." Positive psychology
operates at a deeper level. "The best organisations foster positive
relationships and build teams where people are encouraged to
collaborate. This is one of the biggest factors that contribute
towards engagement and satisfaction. People who have friends in the
workplace are much more likely to be committed and productive."
Rountree needs no convincing. At Camp Quality HQ in Sydney, the
brightly coloured walls are decorated with photographs of staff
laughing.
Rountree says creating a vibrant environment is part of the path
to positivity. "Our philosophy is that if it doesn't make someone
smile and feel better, then we shouldn't be doing it.
"That's not unprofessional. It's about enjoying your job, being
grateful for the day and appreciating the things you have."