Creating an Optimistic Workplace

If you run the numbers, it quickly becomes evident that the workplace is a tough place for happy, engaged employees.

  • In the United States, 57% trust business, according to Edelman’s 2015 Trust Barometer
  • 70% of U.S. workers are not engaged, according to Gallup
  • 17% of employees ranked “Job” as a top factor of happiness in their life reported by Blackhawk Engagement Solutions
  • Blackhawk Engagement Solutions also found that 42% of employees are happy with the rewards and recognition offered by their company
  • 87% of companies rate “retention, engagement, and culture” as imperative to their success found Deloitte
  • 65% of employees claim that workplace stress causes difficulties, according to The American Institute of Stress
  • The American Institute of stress also found workload was a main cause of stress 46% of the time

What these numbers point to is a serious malaise burdening not only the workplace, but the people who get things done. We’re running at break-neck speeds towards a cliff and the drop will hurt if leaders don’t do something to avert falling over the edge.

A tactic to help break the run is through creating an optimistic workplace. What, however, is such a thing? Can the two co-exist—optimism and work?

In the following SlideShare is a visual walk through of my upcoming book, The Optimistic Workplace. It’s my offer as a solution to leaders at all levels who want to do something about the somewhat dystopian state of the workplace. I believe not all is lost. In fact, there are great opportunities awaiting leaders and their teams who believe that the workplace is can be an inspiring place.

 

 

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Change Leader | Speaker | Writer Co-founder and CEO of Switch and Shift. Passionately explores the space where business & humanity intersect. Promoter of workplace optimism. Believes work can be a source of joy. Top ranked leadership blogger by Huffington Post. The Optimistic Workplace (AMACOM) out 2015

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    There’s a more human way to do business.

    In the Social Age, it’s how we engage with customers, collaborators and strategic partners that matters; it’s how we create workplace optimism that sets us apart; it’s how we recruit, retain (and repel) employees that becomes our differentiator. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement.

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