Whitepaper – Empowering Ownership: Transforming Employees into Catalyst for Organizational Success
Executive Summary
Organizations today face critical challenges such as employee empowerment, communication breakdowns1, ineffective conflict resolution2, and leadership caution. These issues hinder productivity and innovation, stemming from a disconnect between organizational objectives and employee needs. This whitepaper explores the root causes and emphasizes the imperative for C-suite executives to collectively address them. By fostering a culture of ownership, effective enablement, and amplifying communication, organizations can inspire their workforce’s potential, thereby fostering success in an evolving market. This summary underscores the urgency for executives to prioritize initiatives that bridge these gaps, unlocking human potential, and fostering sustained growth.
The Long and Short of It
Organizations encounter a wide variety of challenges that deeply impact their ability to execute long-term strategies effectively. At the core of these challenges lies a fundamental disconnect3 between company needs and employee desires, compounded by disparities in policies, decision-making processes, and communication channels.
Organizational Concerns
Organizations face obstacles in fostering employee engagement4 and motivation5 that are critical drivers of innovation and productivity. Varying levels of employee engagement poses a barrier to their willingness to contribute creatively within the organizational framework6. Despite concerted efforts to re-engage disenchanted employees, sustained enthusiasm remains elusive, resulting in persistent disengagement and declining productivity levels7.
While transactional relationships8 exist, fostering deeper engagement and commitment requires a shift towards cultivating meaningful connections between employees and the organization. This transactional dynamics, coupled with decreased employee tenure9, poses significant obstacles to the establishment of a robust organizational culture, particularly aggravated by the disruptive after-effects of the recent pandemic.
Executive engagements and initiatives may initially spark enthusiasm, maintaining long-term adoption10 and endorsement proves challenging. Communication efforts within organizations experience diminishing effectiveness over time, leading to decreased employee collaboration and ineffective dissemination of critical information, including marketing communication and corporate social responsibility (CSR) initiatives.
While top-down directives11 are common12, achieving alignment with the diverse backgrounds and motivations of the workforce necessitates a more inclusive and collaborative approach to decision-making. This lack of alignment is further compounded by leadership hesitancy in certain cases, where a failure to decisively engage employees fosters a stagnant environment devoid of innovation and growth, deepening trust13 issues between leaders and employees.
92% of CEOs surveyed by PWC stated that improving organizational culture is a “top priority.” PWC 2020
Employee Concerns
Conversely, employees face their own set of challenges within the organizational context. Many struggle to grasp the organization’s overarching vision14, business goals, and key initiatives, resulting in a disconnect between individual efforts and broader organizational objectives. This is amplified by a perceived lack of recognition15 for their contributions, leaving employees feeling undervalued and demotivated.
While standardized recognition efforts such as weekly emails or conventional rewards programs exist, there’s an opportunity to explore more personalized forms of acknowledgment that truly resonate with employees’ unique contributions and efforts16. Inability to showcase how employees efforts contribute to customer satisfaction further undermines commitment to organizational objectives, resulting in decreased morale and future undertakings. A culture characterized by unfulfilled commitments and unaddressed feedback further distances employees, contributing to burnout17 and disengagement18.
For the employees at leadership level, less than half of mid-level and front-line leaders discover and strive for purpose in their roles within the organization. Even in the C-suite, fewer than two-thirds perceive their job as meaningful and purposeful19.
“Companies are facing a leadership crisis—existing leaders are frustrated and exhausted, benches are thinning out and there is a significant shortage of leaders prepared to fill key roles. In order to survive, organizations must invest in creating an environment where emerging leaders feel valued and can find purpose in their work.” –Stephanie Neal, Director of DDI’s Center for Analytics and Behavioural Research 2024
Addressing these interconnected challenges across levels is imperative for organizations to cultivate a thriving work culture conducive to innovation, productivity, and sustained growth.
A Critical Challenge for the CEO
While often perceived as HR-centric (Human Resource-centric), people issues go beyond departmental boundaries, impacting strategic alignment, financial health, brand reputation, and technological innovation throughout the organization. For instance, diminished revenue streams directly affect the CFO’s (Chief Financial Officer) ability to forecast accurately, stifled creativity hampers the CMO’s (Chief Marketing Officer) marketing initiatives, operational inefficiencies hinder the COO’s (Chief Operating Officer) efforts to streamline processes, and resistance to change affects the CTO’s (Chief Technology Officer) ambition to standardize technology adoption. Various people issues can impact these concerns, such as high employee turnover increasing recruitment costs, poor morale decreasing productivity, lack of diversity stifling innovation, inadequate training causing errors and delays, and resistance to technology changes hindering progress.
People or talent challenges go beyond HR, affecting finances, strategy, and performance. High turnover disrupts projects, morale, and growth. Yet, HR often are burned out with tasks20 and lack essential support for success.
These multifaceted challenges necessitate a collective effort from across executive levels to cultivate a positive work environment conducive to organizational success. As the primary orchestrator of organizational strategy and direction, the CEO21 (Chief Executive Officer) shoulders the responsibility of navigating the complexities of these people issues. It is imperative for the CEO to lead the charge in championing necessary changes to drive organizational growth and prosperity.
However, the collective responsibility accountability extends across C-suite executives. Recognizing the urgency of addressing these challenges is paramount. Inaction could lead to declining profitability, talent drain, or loss of competitive advantage.
What’s Wrong in Existing Methods?
The people challenges22 that organizations grapple with often arise from a combination of structural, cultural, and leadership-related factors. Despite executives lacking comprehensive visibility into these intricate dynamics, they are entrusted with the responsibility of anticipating and navigating them, thereby navigating through uncharted territories. While recognizing the urgency for tailored solutions, organizations often default to traditional approaches that may overlook the complexities of human dynamics, hindering the resolution of underlying challenges.
Existing Solution #1: Generic Communication Tactics
One prevalent but ineffective response to engaging employees involves generic communication tactics23, such as superficial storytelling in the form of executive emails and newsletters. While storytelling has the potential to captivate and inspire, many organizations miss the mark due to a lack of authenticity and relevance in their narratives24. The emphasis on transparent communication remains aspirational rather than practical, with leaders and employees alike struggling to engage in meaningful dialogue on a long-term basis25.
Despite its potential to enhance well-being, invoking deeper emotional connection and decision-making, non-personalized communication falls short of fostering genuine connections and driving organizational change. To truly cultivate trust and foster open dialogue, organizations should adopt a holistic approach26 that transcends surface-level messaging.
90% of leaders think an engagement strategy will impact business success. However, only 25% have a platform or a strategy to influence their employees. – Workleap 2022
Existing Solution #2: Reactive Conflict Resolution Techniques
Conflict is an inevitable element27 of organizational dynamics, presenting both challenges and opportunities for growth. However, many organizations opt for superficial responses28 that fail to address the underlying issues, perpetuating tension and stifling innovation. Providing resolution without delving into the root causes of discord exacerbates conflict dynamics, hindering progress and impeding growth. Micromanagement and a deficit of trust further escalate conflicts, creating a challenging work environment29.
To effectively resolve conflicts and foster a culture of collaboration, organizations can adopt an approach that involves acknowledging the systemic issues at play, such as power dynamics30, communication barriers, and cultural norms. By understanding these underlying factors, organizations can create an environment conducive to constructive dialogue and resolution. For example, implementing transparent communication channels, empowering employees to voice their concerns, and establishing conflict resolution mechanisms can facilitate organizational cohesion.
A good recognition program can help drive an 11.1% average increase in team performance – Gartner 2020
Existing Solution #3: Surface-Level Change Management
In the face of resistance to change31, organizations often resort to superficial change management initiatives that overlook employees’ intrinsic motivations and values. Merely communicating the purpose behind changes without aligning them with employees’ goals often results in enduring resistance and withdrawal, undermining the success of transformation efforts32.
Addressing the multifaceted nature of resistance33 to change requires a concerted effort to address structural, cultural, and systemic factors that underpin resistance and tailoring change initiatives accordingly. For example, fostering a culture of openness and transparency, providing opportunities for employee input and involvement, and offering targeted training and support can help mitigate resistance and promote buy-in from employees across levels.
Meaningful change necessitates a comprehensive approach that considers the underlying issues and aligns organizational objectives with individual motivations to inspire a sense of purpose and ownership among employees.
“Organizations can no longer afford to ignore change fatigue. In today’s workplace, employees now experience multiple, stacked changes that lead to burn out. Employees don’t get the opportunity to ‘recharge’ without intervention. To address these challenges, Leaders should ensure change fatigue strategies are an inherent part of their change management plans.” – Andy Karr, VP, Gartner
Bridging the Gap: CEOs at the Crossroads
As we delve into the core of organizational challenges, a stark reality emerges: employees invest not just their time but their very lives within the walls of their (now hybrid) workplace. They witness the evolution of corporate landscapes, pouring their energy and expertise into the company’s endeavours. Yet, amidst this dedication, where is the reciprocity of gratitude34? Where is the acknowledgment35 of their indispensable role36 in the company’s journey?
This disconnection runs deeper than mere surface-level issues; it is rooted in a fundamental lack of understanding. Employees yearn to comprehend how their individual contributions align with broader organizational objectives37. Without this clarity, they are left adrift, grappling with questions of purpose and significance. Moreover, an overarching sense of ambiguity surrounds the concept of “what’s in it for me?” Employees seek reassurance, a tangible link between their efforts and personal fulfillment. However, the absence of transparent communication38 channels exacerbates this divide, leaving voices unheard and concerns unaddressed.
87% of recognition programs prioritize tenure39, echoing legacy practices influenced by labor unions that emphasized time over value. There is a need for an executive-level re-engineering of these programs to ensure alignment with organizational uniqueness.
Compounding these challenges is the inadequacy of monetary reward systems, which often fail to resonate with intrinsic motivators. While financial incentives have their place40, they overlook the holistic experiences of employees and customers alike. True job satisfaction transcends mere monetary gains; it necessitates a comprehensive approach that acknowledges individual needs, champions continuous learning and unlearning, and, above all, fosters empathy within the organizational culture.
92% of workers are more likely to repeat an action they’ve received recognition for – Springworks
As we navigate the complexities of organizational dynamics, it becomes evident that bridging this gap requires more than superficial solutions. It requires a profound understanding of human needs, a steadfast commitment to fostering genuine connections, and an unwavering dedication to cultivating environments where individuals thrive.
The Solution: Cultivating Emotionally Balanced Organizations
To address the complex challenges of employee disengagement41 and organizational disconnect, a mixture strategic intelligence and emotional intelligence42 is essential that focuses on how others are doing, and how to best build the future worth going for. Success hinges on finding a delicate balance while remaining adaptable to evolving business needs. While effecting change may seem daunting, it doesn’t always necessitate radical transformations to mission statements or organizational structures. Rather, success often stems from prioritizing actions that enhance the overall employee experience.
To achieve results, organizations must recognize the complexity of individuals within the workforce, going beyond simplistic models or personas. Solutions are rooted in a deep understanding of human behaviour and motivations, ensuring relevance and effectiveness. This imperative underscores the necessity for collective action from the entire C-suite. Addressing employee indifference requires a unified approach, with leaders from all departments collaborating to drive meaningful change.
Every response you give to another person involves your intellect and your emotions. The intellect composes the message, and the emotions provide animation and grace. Emotion is to the message what music is to the lyric. Without the tune, would anyone ever remember the lyric? The skill to combine intellect and emotion in this dramatic and powerful fashion is emotional intelligence, and it possesses the power to elevate even the common exchanges of everyday encounters. Howard Hopkins, M.A
Sample instances of creatively engaging employees include Pixar’s sketching sessions and storytelling workshops for virtual team building, Microsoft’s and Google’s hackathons for passion projects, and Finserv Corp’s use of AI to offer personalized training paths, etc. While many solutions addressing people concerns have been previously explored, they require careful reconsideration and customization to meet the unique needs of organizations.
Sample instances of creatively engaging employees include Pixar’s sketching sessions and storytelling workshops for virtual team building, Microsoft’s and Google’s hackathons for passion projects, and Finserv Corp’s use of AI to offer personalized training paths, etc. While many solutions addressing people concerns have been previously explored, they require careful reconsideration and customization to meet the unique needs of organizations.
To create emotionally balanced organizations, companies can implement a structured three-stage process, fostering close bonding through continuous feedback. Ensure alignment between employees and the company’s mission and vision, while executives grasp employee expectations and motivations . Measure employee support for initiatives and track key roadblocks like conflict, collaboration, feedback, goal-alignment and communication etc., through tangible scorecards. Understand and address primary people challenges, such as conflict and change fatigue. Implement actionable re-engagement programs, utilizing people feedback for both internal and external communication strategies, socialization, and training to foster connection and belonging. Establish clear accountability structures and promote ongoing improvement and reinforcement of vision-driven behaviours, contributing to a culture of discipline and accountability.
Initiating a transformative journey requires identifying key stakeholders, assigning clear responsibilities, and crafting collaborative strategies tailored to organizational needs. Adequate resources, encompassing budget, technology, and personnel, should be allocated to support implementation efforts.
Moreover, creating a culture of empathy43 and emotional intelligence is pivotal. Leaders can embody authenticity and care, fostering psychological safety where learning and innovation thrive. Mastering essential skills such as active listening, curiosity, and reframing is paramount in inspiring and motivating teams44.
Transparency emerges as a cornerstone of effective communication and conflict resolution, requiring reciprocity between leadership and employees. Transparent communication ensures employees are informed, respected, and empowered to contribute to solutions. In conflict resolution, transparency promotes open dialogue, allowing parties to express concerns and work collaboratively towards resolution.
Actively addressing feedback45 and demonstrating transparency in decision-making reinforces a culture built on trust and openness46 within the organization.
Ultimately, the success of these initiatives hinges upon storytelling — anchoring the business within the broader context and compelling employees to connect with the organization’s purpose and intrinsically motivating them along the way. Through embracing these principles and integrating them into the organizational culture47, companies can empower employees, foster engagement, and pave the way for sustained success.
The Benefits
Overall, the strategic initiatives outlined not only tackle pressing concerns like ineffective communication, conflict resolution, and change management fatigue but also cultivate compassion and collaboration within organizations. By committing to these principles collectively, companies can realize sustained success while fostering a culture of fulfillment and mutual support among employees.
1) Negative Employee Turnover:
Some organizations have demonstrated the ability to create a compelling vision48 that surpasses individual aspirations, thereby attracting and even re-attracting employees. Companies that successfully articulate an inspiring vision aligned with employees’ personal values often witness lower turnover rates and even experience employees returning after departure.
This cohesive vision serves as a guiding compass for individuals, aligning their personal objectives with the overarching mission. Consequently, team members are more inclined to collaborate, fostering a culture of mutual support and achievement.
For instance, Patagonia’s unwavering commitment to environmental sustainability not only inspires customer loyalty but also attracts individuals back to the company49, drawn by the allure of a greater purpose.
Employees who believe their company has a higher purpose than just profits are 27% more likely to stay at their companies. HBR
2) Positively Engaged Employees and Customers:
The notion that ‘happy employees lead to happy customers’ rings true in organizations where positive employee experiences contribute to enduring customer relationships50. In environments where recognition and appreciation are embedded in the culture, a sense of positivity and collaboration thrives. Empowering employees in decision-making and ensuring transparent communication further amplifies collaboration levels51.
Zappos, for example, renowned for its unparalleled customer service, places a premium on employee happiness. Through initiatives like the “Culture Book” and a culture of autonomy52, the company prioritizes employee well-being, resulting in heightened collaboration levels and exceptional customer satisfaction.
89% of workers at companies that support well-being initiatives are more likely to recommend their company as a good place to work – APA
3) Driving Financial Growth and Operational Efficiency:
By instilling a sense of purpose53 and belonging, organizations reduce turnover rates, saving costs associated with recruitment and training. Additionally, positive employee experiences lead to improved customer satisfaction and loyalty, translating into higher revenue and profitability54. Moreover, a caring culture and strong employer brand attract top talent, reducing hiring expenses55 and enhancing productivity. Ultimately, aligning initiatives with the company’s vision maximizes shareholder value and positions the organization for sustained financial success in the long run.
Leaders who use EQ to foster engagement are 38 percent more likely to have above-average productivity and 27 percent higher profitability – Fast Company
Addressing organizational challenges comprehensively yields several additional benefits.
Negative Feedback Management: Efficiently addressing negative feedback56 is crucial for organizational growth and accountability. By implementing robust review mechanisms and fostering a culture of constructive criticism, companies can turn negative inputs into opportunities for improvement and innovation57. This proactive approach propels continuous growth and enhances overall organizational resilience.
Strong Employer Brand: Transparency and integrity play pivotal roles in shaping a positive employer brand. Organizations that prioritize honesty and authenticity attract top talent and foster a supportive work culture. A strong employer brand not only helps in attracting skilled professionals but also retains existing talent, leading to higher productivity and lower recruitment costs.
Alignment with Company Vision: Aligning initiatives with the company’s vision is crucial for mitigating change fatigue and ensuring cohesive progress. Re-socialization efforts play a vital role in reinforcing this alignment by periodically reintroducing employees to the company’s mission and values. This realignment fosters motivation, innovation, and a sense of purpose, propelling the company towards its long-term goals.
How to Get Started?
Embarking on a strategic journey to address employee engagement and communication challenges within your organization requires careful planning and consideration. Here are some key factors to guide your decision-making process:
Comprehensive Approach: Seek solutions that address the root causes of employee engagement and communication challenges comprehensively. For example, implementing a multifaceted program that combines regular feedback sessions, skills training, and leadership development initiatives can lead to more holistic improvements.
Customization Options: Look for solutions that offer customization options to tailor interventions to your organization’s specific needs and challenges. For instance, a communication platform that allows for personalized messaging and content delivery can better resonate with diverse employee groups.
Flexibility: Prioritize solutions that can adapt to diverse workforce dynamics, industry requirements, and organizational goals. For instance, choose communication tools that offer both synchronous and asynchronous communication channels to accommodate different work styles and time zones.
Leveraging Technology: Embrace technology to streamline communication, collaboration, and feedback mechanisms. For instance, implementing an employee engagement app that integrates with existing systems can facilitate real-time communication and feedback collection across the organization.
Leadership Support: Secure leadership support and buy-in to drive effective organizational change. Leaders should actively champion and participate in employee engagement initiatives to demonstrate their commitment to fostering a positive work culture.
Employee Involvement: Involve employees in the improvement process to gain valuable insights and foster ownership. For example, establish employee-led focus groups or task forces to brainstorm ideas and co-create solutions to communication challenges.
Measurable Outcomes: Define clear metrics and key performance indicators (KPIs) in a balanced way to evaluate the success of your employee engagement and communication initiatives. For example, track metrics such as employee satisfaction scores, retention rates, and productivity levels to gauge the impact of your interventions over time.
Scalability: Ensure that your chosen solutions are scalable to accommodate organizational growth and evolution. Scalable solutions can easily adapt to changes in workforce size, structure, and needs without compromising effectiveness.
Conclusion
To address the multifaceted challenges of employee disengagement and organizational disconnect, a strategic and holistic approach is essential. Prioritizing transparency, effective communication, and empathy fosters an environment where employees feel valued, motivated, and empowered. Leaders must recognize the interconnected nature of these challenges and commit to driving meaningful change. Respect and active listening form the foundation for empowering ownership and breaking free from traditional molds, creating a clear and measurable path to inclusive organizational structure that embraces individuality.
By investing in solutions that prioritize employee engagement, leverage technology, and foster continuous improvement, organizations pave the way for sustained success and growth. Initiating this journey toward a more engaged and connected workplace requires a collective commitment to understanding, empathy, and decisive action. Cultivating Emotionally Balanced Organizations isn’t just wise — it is imperative for ensuring a prosperous today and tomorrow.
Sources
186% of employees cite the lack of effective collaboration and communication as the main causes for workplace failures Fierceinc 2020
2Conflict-induced stress, anxiety, and depression cause presenteeism, reducing productivity with estimated annual costs ranging from £590 million to £2.3 billion Acas 2021
3In the wake of the pandemic and the vast shift to flexible work from anywhere policies, 65% of workers say they feel less connected to their coworkers – Pewresearch 2020
485% of workers are disengaged from their jobs in 2023, up from 77% in 2022 – Gallup 2023
5Around the world, only 15% of employees report feeling motivated – TeamStage 2024
6Low engagement costs the global economy US $8.8 trillion and accounts for 9% of global GDP – Gallup 2023
7Employee engagement and motivation reduces absenteeism by 41% – Team Stage 2024
https://teamstage.io/motivation-statistics/
861% Have A Transactional Work Relationship – Forbes 2022
9The median job tenure for workers 16 and older was 4.1 in January 2022, down 10.9% from 4.6 10 years earlier in January 2012. – U.S. Bureau of Labor Statistics (BLS) data – 2022
1096% businesses have faced challenges from poor digital adoption, and just one-third (37%) rate their employees’ adoption of software as “Excellent.” – Bloomberg 2021
11Decision-makers in a top-down team structure do 80% of the talking in a group setting, while everyone else contributes 20%, Greer says. More often than not, that 20% of the conversation is spent agreeing with the leader in the room – Stanford Medicine 2021
127 in 10 organisations lead change from the top of the organisation down, with a small group of leaders guiding the workforce through change – CEB Corporate Leadership Council 2016
13Only 21% of U.S. employees strongly agree that they trust the leadership of their organization – Gallup 2023
1463% of employees don’t have a clear understanding of the company Vision – Linkedin 2017
1539% employees feel underappreciated at work – Team Stage 2024
16The number one reason employees leave is a lack of recognition – Harvard Business Review Archive 1973
17Leaders have significant worries about their teams experiencing burnout, as only 15% feel ready to prevent it among their employees Flair 2024
18Engaged employees are 87% less likely to resign from their companies – Team Stage 2024
19Fewer than two-thirds CEOs perceive their job as meaningful and purposeful DDI World 2023
2098% of HR professionals are burned out Forbes 2022
21It is the CEOs responsibility to set employee engagement strategy in motion by prioritizing it, aligning it with company goals, and allocating resources for it. Leena 2021
22Leaders should consider re-tooling their management strategies to better support the changing needs of their workforce and organizational culture. Gallup 2024
2374% of employees have the feeling they’re missing out on company news because the internal communication department is non-existent or doing a poor job. Gallup 2024
2433% of the entire workforce cite the lack of transparency in internal employee communications as a problem; Brosix 2024
2560% of companies have no long term strategy in place for their internal communications. PR News 2018
2644 percent of employees want a wider adoption of internal communication tools – CMS Wire Archive 2015
2785% of employees experience some kind of conflict CPP Global
28Biggest conflict management style professionals use is the collaborating conflict (59.8%), followed by the compromising conflict (24.4%) – Niagara Institute 2021
2968% said conflict had decreased their morale, and 55% claimed it had hurt their productivity Robert Half 2023
3067.3% of respondents are willing to keep the dialogue going, despite being a difficult conversation, until a resolution is reached. Niagara Institute 2021
3137% of employees are resistant to change – Oak Engage 2022
32Only one-third of major change initiatives fully meet the goals set by the organization PWC 2021
3374% of leaders say they involved employees in creating a change strategy, but only 42% of employees feel included – Gartner 2021
34Nearly 60% of employees would prefer regular praise and thanks over a 10% pay increase with no recognition – Reward Gateway 2019
35Employees are 18 times more likely to produce great work when they receive recognition for their efforts – OC Tanner 2022
3671% of employees whose skills can be identified by their boss are more motivated and engaged Folksrh 2023
3777% of executives say that their companies don’t focus on aligning employees’ goals with corporate purpose – Deloitte 2017
3850% of workers feel that the organizations they work for are being held back by a lack of transparency – Forbes 2014
3987% of recognition programs prioritize tenure – Forbes
40Nearly 60% of employees would prefer regular praise and thanks over a 10% pay increase with no recognition – Reward Gateway 2019
41Engaged employees are 87% less likely to resign from their companies – Team Stage 2024
42Organizations that value and widely use Emotional Intelligence are 3.2x more effective at leadership development – HCI Research 2020
4396% employees believe showing empathy is an important way to advance employee retention – Forbes 2019
4487% employees expect their employer to help them find a balance between work and personal obligations – Team Stage 2024
4585% of employees take more initiative when they receive feedback in the workplace – Zippia 2023
4680% of employees would rather receive regular feedback than experience annual performance reviews – Folksrh 2020
47Good company culture increases 4x revenue – Forbes 2021
4830% U.S. Employees feel Connection Between Mission/Purpose and Their Job – Gallup 2024
49While the average rate of employee turnover in the US is 57%, Patagonia’s is 4% – Workvivo
50Negative experiences can choke out your customer loyalty and itcan take nurturing up to 12 positive experiences to make up for a negative one – HelpScout 2020
5173% who received feedback indicated they believe they are better collaborators, while 48% indicated they care more about their work – Zippia 2023
52Zappos creates happiness for employees, vendors and customers increasing satisfaction – Auburn Unsiversity
53Ninety-three percent of employees believe companies must lead with purpose HBS 2021
54Good company culture increases 4x revenue – Forbes 2021
55Engaged employees are 87% less likely to resign from their companies – Team Stage 2024
5692% of respondents agreed with the assertion, “Negative (redirecting) feedback, if delivered appropriately, is effective at improving performance.” HBR
5798% of employees disengage from their work when they receive little or no feedback – Zippia 2023
