Contents -- About Henry Stewart -- Foreword -- Introduction -- Note -- 01 Enable people to work at their best -- What makes great management? -- When did you work at your best? -- Trust and freedom -- Get out of the way: less management can mean more productivity -- Pre-approve it -- Pre-approval: Happy's website -- Step out of approval -- Enabling your people to be trusted -- Does your structure help innovation? -- Encourage disobedience -- Notes -- 02 Make your people feel good -- The key focus for managers -- Believe the best -- Believe the best of everybody you deal with -- Systems not rules -- Remove the rules -- The key to effective change: enable, don't dictate -- Choose less stress as a manager -- What do managers do? Coach and support -- Notes -- 03 Creating a great workplace makes good business sense -- Return to Abraham Maslow and the 'hierarchy of needs' -- A hierarchy of management needs -- Notes -- 04 Freedom within clear guidelines -- Principles and targets -- The Happy story -- Job ownership -- Support -- Feedback -- It's good to keep score - providing your people are in control -- Notes -- 05 Be open and transparent -- People need bad news too -- Make salaries open -- 06 Recruit for attitude, train for skill -- Why most recruitment gets it wrong -- Get people to do the job, not talk about it -- Recruit for attitude, train for skill -- Why do they need a degree? -- Don't rely on qualifications -- Involve people -- Make it easy for interested people to apply -- Find the potential in your lowest-paid staff -- Let people leave well -- Notes -- 07 Celebrate mistakes -- Go make mistakes -- Mistakes are good -- No blame even for big mistakes: Huntsman and the big red button -- Notes -- 08 Community: create mutual benefit -- Profits are important and necessary but not sufficient.

Increase the impact of your skills and resources -- 'I milked a goat': mutual benefit -- Would anybody notice... -- Corporate social responsibility should be about everything you do -- Notes -- 09 Love work, get a life -- Keep people to their hours -- It's not about you, it's about them -- Find 'me' time -- Notes -- 10 Select managers who are good at managing -- Our most radical concept... -- The two roles of managers -- Build on strengths not weaknesses -- Find an alternative route to promotion -- Let people choose their manager -- Notes -- Conclusion -- It is time to change -- Note -- The Happy manifesto -- Recommended books -- Acknowledgements -- How to contact Happy.