It’s a company of blue-collar and white-collar associates united by a belief that values-based leadership contributes to employees’ personal success as well as the company’s.Įvery associate, officer and executive is steeped in the company’s values and expected to explore their core personal values, too. It likes to say it makes little rocks out of big rocks. I’ll focus on one here, though: Luck Cos., an aggregate company in Virginia. What companies would you hold up as models of optimistic climates?
The HR pros who see the alignment between employee well-being and organizational performance will grab on to the book’s message. For HR professionals who believe their role is merely to process payroll, provide benefits or keep the company out of legal hot water, this book isn’t for them. It’s relevant to HR professionals who believe they have a responsibility for contributing positively to the health and the psychological and social well-being of the company’s employees. How is the book relevant to HR professionals? The one area we have the greatest control over is how we lead.įinally, I want readers to believe that they can make a positive difference in people’s lives and the results they create. Climate, however, is mostly influenced by the leader’s leadership style. And if you’re in the middle of the organization, it can be difficult to effect culture change. We know that culture change is difficult and time-consuming. I also want readers to know the difference between culture and climate. Leaders need to act to create an optimistic environment that positions employees to do their best work. The first thing I want readers to get is that they don’t need to wait for senior management or HR to roll out a program to improve the climate of the workplace. What are the most important takeaways for readers?
#Cultivate optimism meaning how to
My book explains and shows leaders how to do this by making the shift to an optimistic work environment. I believe leaders have a responsibility to help position the work environment to enhance employees’ lives. We spend more than one-third of our life working. I wanted to show leaders that there is a path forward to creating a positive experience at work for themselves and for those they lead. Too many employees, from the C-suite to the individual contributor, dread being at work. In many organizations, employees doubt the capabilities of their immediate leader. The 2015 Edelman Trust Barometer continues to show a trend of our distrust toward large organizations and the changes they trigger. Why did you write The Optimistic Workplace?Įngagement levels have been stagnant for almost two decades, at or near levels that show employees are not having a positive work experience. Regardless of your personal leanings toward optimism or pessimism, the feeling of hope creates a positive work experience. Workplace optimism is a characteristic of the climate of your team or the organization.
Whatever the indicators were for that good feeling, it’s possible that workplace optimism was present. What made that time a positive memory? Perhaps you had hope-even had belief-that good things would come from your hard work. Recall a time when you were at work and you consistently felt good about being there. Today, the HR Magazine Book Blog interviews Shawn Murphy, author of the recently published book The Optimistic Workplace: Creating an Environment that Energizes Everyone (AMACOM, 2015).
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