Force for Good

This disparity is further highlighted by the recent HP Work Relationship Index, revealing that only 27% of knowledge workers have a healthy relationship with work. The consequences are stark: 76% of people in unhealthy work relationships contemplate leaving their company, and only 24% would recommend their employer as a good place to work. Moreover, Gartner’s report on the Top 5 Priorities for HR Leaders in 2024 shows that 50% of employees view their current performance as unsustainable.

In response to these challenges, the Force For Good movement has set a bold and necessary goal as discussed in this column: Ensuring that 51% of the 6 million employees in the distribution sector are flourishing by 2051. This Big Hairy Audacious Goal (BHAG) transcends mere aspiration; it’s a guiding light towards a future where work environments nurture every individual’s well-being.

Our ongoing research echoes these findings, with 87% of leaders recognizing significant changes in employee needs. Interestingly, these needs reflect age-old desires for purpose, respect, and growth – principles emphasized by philosophers like Aristotle and Seneca centuries ago. Aristotle, for instance, spoke of “eudaimonia,” often translated as flourishing or well-being, as the highest human good. He believed that true happiness and fulfillment come from living a life of virtue and realizing one’s full potential. This concept of eudaimonia is strikingly relevant today, underscoring the importance of creating work environments where individuals can thrive in their roles and as whole persons.

Seneca similarly emphasized the value of personal growth and resilience, teachings that resonate with modern concepts of employee development and workplace well-being. Today, these ancient principles are resurfacing, necessitating a shift in business approaches to employee engagement, aligning with the call for holistic growth.

APR Supply Co., under the leadership of President and CEO Scott Weaver, exemplifies the integration of these principles. Their leadership training program, which offers career pathways and opportunities for growth, embodies the ethos that growth provides opportunities for everyone. This human-centric approach is evident in their recent mission statement update, which now reads, “Create Enthusiastic Customers and Teammates,” reflecting their commitment to both customers and employees.

Another company that exemplifies innovative people strategies is First Supply. In my insightful conversation with Nathan Rubner, a regional manager, he emphasized the evolving needs of employees and the corresponding need for adaptive leadership. Nathan shared his deep appreciation for working with a company that actively fosters a sense of belonging and achievement among its employees. He highlighted how front-line managers at First Supply are not just supervisors but catalysts for positive leadership, adapting to meet the changing needs of their teams.

This adaptability is crucial in today’s dynamic work environment. Nathan pointed out the importance of connecting with employees on a personal level, understanding that leadership is not just about guiding business operations but about nurturing the human spirit within the workplace. He proudly recounted how First Supply involves its employees in discussions about the company’s future, making them feel valued and heard.

This inclusive approach doesn’t just create a sense of belonging; it empowers employees to contribute meaningfully to the company’s journey, ensuring that every individual feels an integral part of the organization’s success. Nathan’s reflections underscore how the company is not just a workplace but a community where each employee is encouraged to excel and feel a genuine sense of achievement.

To replicate the success of these two companies, organizations need to embrace holistic employee development and foster a culture of well-being. This includes: (1) Moving beyond traditional training to focus on the overall growth of each employee. (2) Integrating well-being into the organizational culture as a key driver of employee satisfaction and business success. (3) Recognizing and supporting the diverse needs and responsibilities of employees outside of work. (4) Helping employees find deeper purpose in their work, aligning their personal values with the organization’s goals.

The time for change is now. Embrace the Force For Good. Let’s not just envision a flourishing future; let’s create it, one positive step at a time.

INDUSTRIAL SUPPLY MAGAZINE

The November/December issue of Industrial Supply magazine features an in-depth cover story about Kimball Midwest. Plus, we're featuring articles by contributing writers Dirk Beveridge, Frank Hurtte, and Mike Marks, as well as interviews with numerous product and distribution industry experts.