Distrust is the new normal. There has been a dramatic decline over at least the past 15 years in almost every sector of our society—distrust of the police, government, financial institutions, ethnic groups, and even each other. “Distrust” is the headline every night on the news.
Most organizations are striving to help their employees improve their health and well-being. While intuitively, this makes sense – healthier employees are certainly happier and more productive – it’s also a sound strategy from a business perspective. A recent study from Limeade and Quantum Workplace shows that when employees believe their employer cares about their health and well-being, they are:
- 38% more engaged
- 10 times less likely to be hostile
- 17% more likely to still be working there in one year
- 28% more likely to recommend their workplace
- 18% more likely to go the extra mile for the organization
Culture is a hot topic. It was the Merriam-Webster “word of the year” for 2014. Leaders and experts across the world are talking about how to develop an agile culture, implement a lean culture, overcome the culture clash in acquisitions, and many other areas of culture change. Unfortunately, the reality is that most of these leaders and experts are actually focusing their efforts on climate and not dealing with the deeper, more powerful subject of culture. I didn’t understand the difference until the past few years.
Many modern organizations are locked into a mindset – an organizational culture – that began with the Industrial Revolution in eighteenth-century Britain and was fully developed during the Second Industrial Revolution in the US. The great success of these revolutions – creating modern business and generating huge wealth – makes it easy to believe that what worked as a way of managing great corporations in the early 1900s is still the best way to run an organization in the twenty-first century. But times have changed.