Force for Good

Historically, organizations have trained every employee (100%) for specific job roles, yet further development efforts have often been reserved for a select few – typically the sales team, emerging leaders, and high performers (20%). This has led to a significant portion of the workforce (80%) being left without opportunities for personal and professional growth. Symbolized by the formula 100 + 20 + 80 = 20, this approach implies that we’re only fully developing a fraction of our workforce, overlooking the vast potential in the majority.

According to HR Drive, “an inclusive corporate culture requires that all employees, whether they have access to a workstation or not, be included in training and development initiatives.”

In contrast, the holistic formula 100 + 20 + 80 = 100 represents a commitment to the development of every employee. This inclusive approach fosters a more engaged, satisfied, and loyal workforce. It’s not just about equity; it’s about unlocking the potential in every individual in service of the individual. Throughout my We Supply America tour, when I have seen this embraced (albeit in different ways), I saw not only increased employee satisfaction but also a boost in innovation and overall performance.

THE ESSENCE OF POSITIVE LEADERSHIP

At the core of this transformative approach is Positive Leadership, transcending traditional paradigms by focusing on the holistic growth and well-being of every employee. This leadership style, grounded in positive psychology, believes that when leaders invest in their team’s full spectrum of development, they catalyze empowerment, creativity, and innovation. This means not just overseeing tasks but inspiring, mentoring, and facilitating growth opportunities for all employees, regardless of their role or level.

Practically, Positive Leadership manifests through initiatives like personalized development plans, mentoring programs, and opportunities for cross-functional collaboration. It encourages open dialogue where employees feel valued and heard, and their ideas are integral to business strategies. This approach not only boosts morale and productivity but also drives innovation and adaptability.

And it’s scientifically supported. Recent research highlighted in a Frontiers publication showed these methods enhance well-being, diminish symptoms of depression, anxiety, and stress, and contribute to employee performance and productivity. Furthermore, they bolster resilience, foster self-growth, and enhance overall quality of life. Intriguingly, this research also reveals a notable link between levels of trust – whether individual, interpersonal, or within groups – and the flourishing of creativity and innovation.

The Robert Weed Corp. exemplifies this revolutionary approach to employee development. Under the leadership of CEO Will Weed, President Steven Ramel, and Chief Culture Officer Margie Rodino, the company’s “2.0 Transformation” flipped traditional hierarchical models, focusing on nurturing the whole selves of their employees. Life coaching, offered to all employees, goes beyond professional development, addressing emotional, physical, mental, social, and financial well-being.

EMPOWERING LEADERS TO CULTIVATE POTENTIAL

The journey toward a 100 + 20 + 80 = 100 approach starts with transforming HR departments into hubs of Human Potential, focusing on strategies that cater to the holistic development of every employee. This includes creating diverse learning opportunities, fostering an environment of continuous growth, and acknowledging the unique aspirations of each team member.

Leaders at every level must be equipped with the mindset, capabilities, and tools to be Force for Good leaders. And frankly, collectively, we have work to do here. Training and encouragement to incorporate the six domains of flourishing – positive relationships, emotions, achievement, engagement, health, and purpose – into their leadership style is crucial. This creates an environment where every employee is seen, valued, and understood, and their potential is nurtured.

The journey toward a more inclusive and holistic approach to employee development is not just a strategic necessity but a moral imperative in today’s workforce landscape. It’s time for businesses to redefine success, not just in financial terms but in the growth and flourishing of every individual they employ.

INDUSTRIAL SUPPLY MAGAZINE

The July/August issue of Industrial Supply magazine features an in-depth cover story about Singer Industrial. Plus, we're featuring articles by contributing writers Dirk Beveridge, Frank Hurtte, and Rachael Radford, as well as interviews with numerous product and distribution industry experts.