Toward a Positive Workplace Culture

A real and robust work of culture change has been occurring across multiple fronts inside this pandemic. Workplace burnout along with hurry sickness have become a commonplace experience. Employers are now being demanded to connect what they say to what they actually do and move past the many euphemisms of “positive wellbeing” and “keeping mental physique” along with providing the latest apps and subscriptions. Stakes have been raised even more higher in this current season with the intersection of workplace factors and expectancies around mental health alongside of diversity, equity, and inclusion. Mental health awareness in the workplace continues to reach its inflection point with celebrities such as Michael Phelps, Prince Harry, Lady Gaga, Dwayne “The Rock” Johnson, and many others becoming outspoken for their respective personal bouts of depression, anxiety, PTSD, and maneuvering through episodes of despondency. Mindshare Partners’ 2021 Mental Health at Work Report offers this unique and valuable comparison of this intersection of workplace culture, mental health, stigma, and the circumstances before and during the pandemic. It acutely observes the effects of the pandemic, return to work demands and expectations, and racial trauma across employees within various organizations and origins from different racial and ethnic backgrounds, primary caregiver statuses, levels of seniority, gender identities, and other factors. Realistically, 76% of respondents reported that they had at least one mental health condition within this past year in contrast to 59% in 2019. This continues to support that mental health challenges are widespread, ubiquitous, and more regularly felt and experienced within this season. 

Currently the American Psychological Association indicates that $500 billion is lost from the U.S. economy due to workplace stressors and 550 million days are lost due to the inability of navigating stress on the job. Doctor’s visits have dramatically increased due to this condition and workplace stress has been linked to cardiovascular disease, metabolic conditions, and even mortality. It has even been noted that stress-inducing bosses pose deleterious effects on the heart as well as inciting disengagement within a negative workplace environment that maintains a cutthroat culture where individuals are not supported, secure, valued, and respected. Another cost to high levels of workplace stress includes greater turnover rates. As a result, it has been estimated that it takes an additional 20% of that employee’s salary to find a replacement. Whether embedding workplace perks as opportunities to maintain hybrid and work from home on certain days of the week or having a built-in gym membership, recent Gallup Poll results indicate that employees desire workplace wellbeing above standard material benefits. 

Recent findings indicate that there are six main characteristics of what make workplace cultures a positive environment: 

• Giving inspiration to one another within the workplace 
• Demonstrating and emphasizing meaningfulness at work 
• Forgiving mistakes while avoiding blame 
• Offering kindness and acting on compassion as forms of support for one another 
• Interacting with each other with integrity, gratitude, respect, and trust 
• Caring for one another through responsible decision-making as colleagues and friends

These findings toward a more positive workplace culture are typically followed by these key environmental qualities: 

1. Pursuing social connectedness. Research from Sarah Pressman of the University of California – Irvine highlights that people who are at risk for dying early are more than 20% likely for obese people, 30% more likely for heavy drinkers, 50% more for significant smokers, and 70% more for those with poor social relations. It is known that high-level toxicity and workplace stress can negatively impact social relations and life expectancy. Empirical studies confirm that those with positive social connections at work navigate sickness more effectively, experience less depression, are more likely to retain what they learn much longer, tolerate pain and discomfort better, and demonstrate greater productivity better. 
2. Demonstrating empathy. Key brain-image studies confirm evidence that certain parts of the brain get illumined for activating avoidance and negative emotions when employees are unkind and unempathetic toward one another. Conversely, the opposite is held to be true for those that are empathetic and compassionate toward one another, and this has been noted to develop an individual and collective sense of resilience in challenging times. 
3. Self-sacrificing and supportive. People who seek to help and support one another when they did not need to in the moment will retain greater loyalty. Employers who demonstrate self-sacrificing behaviors out of their goodwill actually cultivate helpful, supportive, committed, and loyalty-demonstrating behaviors in their employees. Research from Jonathan Haidt demonstrates that employees are more likely to emulate their bosses if they are modeled loyal and self-sacrificing behaviors. Employees of self-sacrificing leaders are more cooperative and trust their leadership, seeing their leaders as effective, charismatic, and inspiring. 
4. Encouraging a pursuit of emotional safety. People that are encouraged to speak up, feel safe, and not be fearful are more likely to demonstrate better performance outcomes. Leaders that are known to be inclusive, welcoming, humble, and inviting of others to reflect and speak into circumstances rather than fear of negative consequences instill the spirit of innovation and greater empowerment. 

We realize that a positive workplace culture fosters positive emotions and overall well being. This shift toward a positive workplace culture can nurture interpersonal connections and amplify productivity, creativity, and innovation. A culture shift to organizationally prioritize mental health requires leadership to embrace both top-down and bottom-up approaches that reflect clear ownership, personal transparency, and wholehearted openness for policies and practices to be in place. Positive workplace cultures are known to buffer against uncertainty and stress in challenging times while also promoting a strengths-based outlook and organizational health. Positive workplace environments also instill loyalty in employees and can lead to greater levels of satisfaction, performance, effectiveness, and meaningful engagement.