Toward Human Sustainability

8/12/2019 Toward Human Sustainability

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Toward human sustainability:

How to enable more thriving at work

Gretchen Spreitzer, Christine L. Porath, Cristina B. Gibson

Over the last 20 years, we have seen dramatic business andacademic interest in building sustainable organizations. Sus-tainable organizations have the capacity to endure andsimultaneously satisfy a triple bottom line of economic,environmental and human performance. Yet, in comparisonto the environmental and economic dimensions of sustain-ability, substantially less attention has been focused onsustainabilitys human dimension. An important mechanismfor understanding the human dimension of sustainability isthriving at work. When thriving, employees are energized togrow and develop. They are creating resources rather thanmerely depleting resources. Our research shows that thrivingis a crucial mechanism for increasing job performance, whilealso mitigating burnout and improving health. In this article,we contribute to the knowledge base on human sustainabilityby identifying what can be done to enable more humanthriving at work. First, we define thriving, providing exam-ples of thriving individuals at work. Then we draw on nearly adecade of research to provide key evidence for why weshould care about thriving at work. Finally, we discuss whatcan be done to enable more thriving at work.

WHAT IS THRIVING?

Thriving individuals are growing, developing, and energizedrather than stagnating or feeling depleted. Thriving is indi-

cated by the joint experience of vitality and learning at work.The first component, vitality, denotes the sense that one isenergized and feels alive at work. When thriving, people feelpassionate about what they do. They produce their ownenergy through excitement for their work. Thriving indivi-duals have a spark that fuels energy in themselves and otherstoo. The second component, learning, is about growingthrough new knowledge and skills. When thriving, peoplebelieve they are getting better at what they do. Thrivingindividuals arent satisfied with the status quo they are

self-learners who actively seek out opportunities to learnnew things and develop.

Together, vitality and learning are the key markers ofthriving at work. If people lack vitality but are learning, theyare likely to feel depleted and eventually burn out. Considerthe case of the director of a consulting firm who, despite anintellectually challenging context where he was continuallylearning, lost excitement and energy for his work. Instead ofrelishing the opportunity to grow, he felt stretched to hislimits and contemplated an early retirement to combat hisburnout.

Conversely, if people have energy at work but lack oppor-tunities to learn and grow, they are likely to feel stagnatedrather than thriving. For example, consider the employeewho snagged a coveted position with a sports marketing/management firm (one of the toughest industries to breakinto). She felt energized by her colleagues, yet she waslooking for a new job because she felt that she was dyinga slow death by not engaging her capacity to learn and grow.She eventually left that firm for a job where she had moreopportunities to grow and develop.

The two components of thriving can serve as a kind ofgauge for people to sense progress in how they are doing. Thisgauge can help people understand whether what they aredoing and how they are doing is increasing their short-termindividual functioning and long-term development at work.Like a thermometer, this thriving gauge can help individuals

understand

if

they

are

overheating

(with

a

propensity

forburning out) or too cold (indicating stagnation and deple-tion). By paying attention to ones sense of vitality andlearning, individuals have a mechanism to assess the sustain-ability of their work.

Snapshots of Thriving at Work

How do thriving employees make a difference in their workenvironment? Let us examine two snapshots of thriving

Organizational Dynamics (2012) 41, 155162

Available online at www.sciencedirect.com

journal homepage: www.elsevier .co m/loc ate /orgdyn

0090-2616/$ see front matter # 2012 Published by Elsevier Inc.doi:10.1016/j.orgdyn.2012.01.009
http://dx.doi.org/10.1016/j.orgdyn.2012.01.009http://dx.doi.org/10.1016/j.orgdyn.2012.01.009http://dx.doi.org/10.1016/j.orgdyn.2012.01.009http://dx.doi.org/10.1016/j.orgdyn.2012.01.009http://dx.doi.org/10.1016/j.orgdyn.2012.01.009http://dx.doi.org/10.1016/j.orgdyn.2012.01.009http://dx.doi.org/10.1016/j.orgdyn.2012.01.009http://dx.doi.org/10.1016/j.orgdyn.2012.01.009http://dx.doi.org/10.1016/j.orgdyn.2012.01.009http://dx.doi.org/10.1016/j.orgdyn.2012.01.009http://www.sciencedirect.com/science/journal/00902616http://dx.doi.org/10.1016/j.orgdyn.2012.01.009http://dx.doi.org/10.1016/j.orgdyn.2012.01.009http://www.sciencedirect.com/science/journal/00902616http://dx.doi.org/10.1016/j.orgdyn.2012.01.009


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employees one in a more professional role and a second in aservice capacity. First, imagine the airline pilot who mightfeel its beyond his or her job description to help passengersas they cope with late or cancelled flights. In contrast,consider Captain Denny Flanagan from United Airlines,who was profiled in the Wall Street Journal as a thriver:

He is a rare bird in todays frustration-filled air-travelworld a pilot who goes out of his way to make flying funfor passengers. When pets travel in cargo compartments,the United Airlines veteran snaps pictures of them with hiscell phone camera, and then shows owners that theiranimals are on board. In the air, he has flight attendantsraffle off 10% discount coupons and unopened bottles ofwine. He writes notes to first-class passengers and elite-level frequent fliers on the back of his business cards,addressing them by name and thanking them for theirbusiness. If flights are delayed or diverted to other citiesbecause of storms, Capt. Flanagan tries to find a McDo-nalds where he can order 200 hamburgers, or a snack shopthat has apples or bananas he can hand out.

He thrives by engaging his passion for people and continu-ally trying to get better at what he does. He goes beyond thenormal job requirements fora pilot, seeing himself as a crucialambassador for the troubled airline. What if more pilots hadthe same approach to their work? Maybe more pilots wouldchoose to stay beyond their eligible retirement age.

Second, consider Candace Billups, who is profiled in a POSCase on Job Crafting. Candace, who works at The CancerCenter at the University of Michigan, describes her work asI am basically there for the patients . . . my relationship withthe families is really important to me . . . I see myself as apositive force at the Cancer Center. Candace sounds like thekind ofnurse or staffmemberwe would all love to hire. But youmay be surprised to learn that Candace is a janitor. Candace

crafts

her

job

to

go

beyond

cleaning

up

after

patients

who

aresick from their chemotherapy treatments. She makes it hermission to help patients by getting to know them and theirfamilies and helping them to smile or laugh amidst even themost difficult circumstances. She generates energy throughher positive interactions with patients and staff, and she seeksopportunities to learn how to reach even the most recalcitrantpatient or family member.Throughher thriving,Candace helpsmake having cancer just a bit more bearable.

One might assume that these two profiled individuals arespecial because of some innate qualities that enable them tothrive, almost irrespective of their work environment. Yet,our research suggests that organizations can enable theirworkers to have a stronger propensity to thrive in their work.

How organizations can enable thriving is a key focus of thisarticle, but first, we articulate some key benefits of thrivingat work from our research.

HOW DOES THRIVING MATTER?

Our findings from employees (and often their managers) frommore than a dozen organizations across a wide variety ofindustries (including health care, financial services, maritime,energy, nonprofits, manufacturing, mining, and education)demonstrates that when people report that they are thrivingat work, they achieve better job performance while also being

good organizational citizens, going above and beyond the callof duty. In a study of six firms, we found that employees justone standard deviation (less than one point on a seven pointscale) above the mean performed more than 16 percent betterthan those one standard deviation below the mean. Whatsmore they were 32 percent more committed to the organi-zation, 46 percent more satisfied with their job, and 125percent less burned out! Across all of our samples, whether

professional,

nonprofessional,

for

profit

or not

for

profit,thriving employees were highly satisfied with their jobs.

What is it that enables these thriving employees to per-form so well? In a sample of blue collar workers, we foundthat they take more initiative in the development of theircareers by seeking out opportunities to learn and grow. In asample of young professionals, we also found that they have amore personal mission and purpose about their work, theyare more resilient in the face of difficulty, and they havehigher quality relationships with those they work with. Insamples of university staff and nonprofit managers, we foundthat collaboration skills were among the strongest predictorsof thriving. This included communicating effectively bothverbally and nonverbally, cooperating, and problem-solving

with those who are different from ones self (such as from adifferent discipline, organization or ethnic group).

Thriving employees in our samples also tend to be heal-thier, reporting fewer physical or somatic complaints, farfewer doctor visits, and less burnout or strain, which trans-lates into reduced health care costs. They also missed 74percent less days of work. The better health and reducedpropensity to burn out enables thriving employees to sustaintheir performance over time. And thrivings impact on theseoutcomes extends substantially beyond the effects of otherfactors like job satisfaction or organizational commitment.

We also found that thriving is particularly important forleaders effectiveness. In a study of executives across differ-

ent

industries,

thriving

leaders

were

rated

17

percent

higherby their subordinates than leaders who reported lower levelsof thriving. The subordinates of thriving leaders describe themas role models of how work can be done, who seek opportu-nities to take initiative, and who enable others to act. Amongthe sample of nonprofit professionals, thriving leadersengaged in greater boundary spanning (e.g., establishing rela-tionships with others external to the work group that can assistinmeeting objectives) and moreempowering leadership beha-vior (e.g., encouraging followersto participate in setting theirown goals, coordinate their own efforts, and seek out oppor-tunities to learn). Thriving leaders are more apt to enablethriving followers. When thriving, leaders inherent energy iscontagious to those they lead.

Finally, when employees report that they are thriving atwork, it doesnt necessarily crowd out their capacity to thrivewith their family and friends, or in their community life. Ourresearch demonstrates that those who experience thriving intheir work also report high levels of thriving in their personallives. The positive affect inherent in thriving is likely tocreate a warm glow that spills over into nonwork life.

We should also note that the most positive outcomes ofthriving come when levels of both learning and vitality arehigh. Just experiencing learning or vitality by itself is notenough. When experienced simultaneously, the learning andvitality components of thriving help sustain performance.Those with high scores on both learning and vitality have

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performance assessments that are 12 percent higher (asrated by their bosses) than those who have high scores oneither learning or vitality, but not both. This finding isespecially true for those who report high levels of learningover time without accompanying high levels of vitality forthose with lots of learning but little vitality; performance andhealth tend to wane. Stated another way, in one sample ofmanagers, we found that the learning component of thriving

reached

a

tipping

point

employees

experienced

increas-ing levels of performance as learning increased, but only upto a point, after which performance declined. This was nottrue for the vitality component of thriving. As vitalityincreased, performance continued to increase there wasno tipping point. This was also true when the two componentswere considered simultaneously. When learning is combinedwith vitality, there is no tipping point. As thriving continuesto increase, so does performance. Why? Too much focus onlearning can contribute to overload and diminishing returns.Research by psychologists, neuroscientists, and psychiatristsshows that when the human brain is asked to process extra-ordinary amounts of data, its ability to solve problems flex-ibly and creatively decreases, mistakes increase, and risks

are underestimated.In fact, performance psychologists stress the importance of

intermittent recovery and restoration for strong mental per-formance. The concept of maximizing performance by alter-nating periods of intense development and rest was firstadvanced by Flavius Philostratus (A.D. 170-245), who coachedGreek athletes. Even today, work-rest ratiosare at the heartofperiodization, a training method used by elite athletes.Researchers point out that this is not only crucial in compe-titive sports, but across a myriad of professions. The idea isthat unless people design and implement routines to renewthemselves, their performance and health is likely to suffer.

Our results highlight the value of being continuously

attuned

to

ones

level

of

vitality

and

learning,

and

beingmindful and diligent about making behavioral adjustments toself-regulate and recover if your vitality, in particular, wanes.While feedback from others and objective indicators ofperformance are valuable for assessing forward progress,using the thriving gauge to self-regulate based on how youfeel in terms of the combination of your vitality and yoursense of learning can be very useful.

WHAT CAN BE DONE TO ENABLE MORETHRIVING AT WORK?

Drawing on our research, we offer two approaches to

enabling

thriving

at

work.

The

first

focuses

on

individualstrategies for regulating ones own level of thriving. Thesecond focuses on features of the organization that enablemore thriving.

Individual Strategies for Thriving

When the thriving gauge suggests low vitality or learning, itsa signal to make some changes. Our research regarding thetipping point for learning when isolated from vitalityindicates that it is particularly important to monitor onessense of vitality during periods of increased learning, such aswhen undertaking a new position, a new project, or an

assignment to a new location, such as overseas, whendemands for learning are likely to be substantially higherthan normal. Without the vitality component accompanyingthe learning, our findings suggest that cognitive developmentwill only go so far; beyond that tipping point, cognitive gainswill be lost. More specifically, research suggests three stra-tegies for recharging. First, when vitality is waning, researchon recovery from work demands suggests taking a break

whether

thats

a

walk

or

run

outside,

a

meal

with

friends,

or

areading a book for fun. Our research and work by Jim Loehr atthe High Performance Institute and Tony Schwartz at TheEnergy Project suggests that individuals who have healthyeating habits (especially drinking plenty of water, eating anutritious breakfast, and maintaining modest meal propor-tions), exercise regularly (both cardiovascular and strengthtraining each week), have good sleep practices (78 hoursplus regular waking and going to sleep times), and takeregular breaks to get the body moving and clear the mindare more likely to thrive.

Today more organizations are advocating these kinds ofhealthy practices. In many industries, such as oil and gas ormineral extraction in the resources sector and in defense,

where employees operate dangerous (and expensive!) equip-ment, safety codes mandate health breaks, down tooltime and safety protocols for staying alert on the job. Thesepractices are essential for ensuring that their firms and workunits remain high reliability organizations, avoiding acci-dents/errors, and operating efficiently. In the aerospaceindustry, firms such as Boeing encourage taking breaks forexercise, and getting sleep (e.g., through even naps at work)to rejuvenate. They report that more teams are hittingperformance targets as a result. In addition, Teledyne BrownEngineering employees have access to an on-site fitnesscenter, group exercise, yoga and wellness classes, as wellas a weight management program and an array of health

screenings

and

services.

They

even

offer

employees

whomeet their health goals cash rewards. Employee thriving,as well as health, has improved as a result of these programs.Teledyne Brown Engineering has also benefitted throughdrastically reduced health care costs, a 34 percent reductionin absenteeism, and increased retention another huge costsavings. Wachovia Bank found that performance could beenhanced by encouraging employees to renew energy.Employees who participated in an energy-renewal programled by Tony Schwartz and colleagues taught employees howto renew energy in four different dimensions. These employ-ees produced 13 percentage points greater revenue fromloans and 20 percentage points greater revenue from depos-its than those employees in the control group, who did not

participate in the energy enhancing program. Participantsalso reported substantial improvements in engagement atwork, relationships with customers, and personal satisfac-tion. These results are very similar to what weve foundacross companies and industries those who focus on energyrenewal win, especially over time.

Second, our research suggests that to enhance their thriv-ing, individuals seek ways to craft their work to be moremeaningful and impactful. Crafting strategies might includelooking for opportunities to help someone (e.g., helpingtends to be generative for energy regulation) or turningattention to tasks that evoke interest or passion (e.g.,intrinsic motivation also energizes). In the sample of

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nonprofit workers who often collaborate across nationalborders, developing a sense of global identity (e.g., feelingas though one belongs to a larger global environment beyondones local work context) was predictive of thriving. Theexample of Candace Billups illustrates how even the mostmenial jobs can be crafted for greater meaning. She is evenknown to have crafted her job to be a kind of decorator,moving the pictures hanging on the wall from room to room to

match

the

patients

personalities

and

interests.Third, our research suggests that to enhance their thriv-

ing, individuals look for opportunities to innovate, so theycan learn something new or grow a new capability. In theresearch samples involving university staff and academicsand nonprofit professionals, participants completed a mea-sure of thriving before and after a training program designedto enhance their collaboration skills. When they entered intothe training highly motivated to transfer the skills from thetraining to their work place, they reported higher levels ofthriving following the training. Thriving individuals recognizethe need to have this kind of attitude toward training. Forexample, an individual might volunteer for a new role orresponsibility at work that requires learning something new.

Or an employee could seek out learning and developmentopportunities available at work. For example, employees atWorldatWork, an association representing human resourceprofessionals, can take advantage of mentoring and a tuitionreimbursement program for continuing education. Or,employees at Holtz Rubenstein Reminick (HRR), an account-ing firm, can choose to be part of an impressive careerguidance initiative called CARE Consulting, Advocacy,Responsibility and Empowerment. CARE matches staff mem-bers with HRR company leaders as mentors who help menteesgrow and develop along the career path that matches theirpreferences and aspirations. By taking advantage of theseopportunities for learning and development, HRR employees

are

enhancing

their

capacity

for

thriving

at

work.If there dont seem to be opportunities for learning anddevelopment at work, then thriving individuals might seekopportunities for growth outside of work. Thomas Friedman,author of Total Leadership and Director of Whartons Leader-ship program, recommends that employees seek leadershipand learning opportunities in the community, for example, tohone skills particularly if you dont have immediate oppor-tunities within the organization. People seeking leadershiproles in their work organizations might gain experience byjoining a community board, for instance. Many industries areexperimenting with mini-sabbaticals, in which employeesremove themselves from their day-to-day job role and offertheir expertise to nonprofit organizations or entrepreneurs

from disadvantaged communities. In the resources sector,where firms are required to assess and document their social,environmental, and economic impact on local communitiesthat might be disrupted by mining or drilling operations, theoffering of such corporate expertise to the community is aform of corporate social responsibility. The social impact ofthe volunteer work on the communities is substantial, but theemployees who volunteer their expertise often report gainsin thriving themselves, because they are learning to applytheir skills in a new context, and a sense of vitality becausethey are contributing to a greater good. Such programs are anexample of how human sustainability can go hand in handwith environmental and economic sustainability.

These three strategies reflect but a few of the manystrategies individuals can use to self-regulate their vitalityand learning. Through these strategies individuals are regen-erating, not just using up, energy that can help them tosustain their thriving over time. Through their proactivity,they are also co-creating the kind of work environment thatcan sustain and grow their thriving over time. But perhapseven more potent is the role that organizations can play in

enhancing

the

possibility

for

thriving

at

work

which

wedescribe each of these thriving enablers in the section below.

Organizational Enablers of Thriving

What can organizations do to enable more thriving at work?Social cognitive theory leads us to suggest that all peoplehave the potential to experience vitality and a sense oflearning. But how much thriving potential is realized dependson the organizational context they are embedded in. Forexample, the organizational system can be a powerful forcein fueling or depleting thriving. A person may be eager togrow and develop, but the work context may enable orsquash this propensity.

Over the past seven years, weve tested the effects of anumber of different contextual features, hoping to learnmore about how organizations could best facilitate employeethriving. We learned that organizations can increase thepotential for employees to thrive when they: (1) enabledecision-making discretion, (2) provide information aboutthe organization and its strategy, (3) minimize incivility,(4) provide performance feedback, and (5) create a climatethat promotes diversity. In one study, by focusing on just fourof these factors, thriving across the six organizationsincreased 42 percent. We describe each below.

Enable decision-making discretion

Discretion

is

defined

as

the

extent

to

which

an

individual

isauthorized to make decisions that affect his or her own work.People do not thrive at work because they are directed to doso by a boss or forced by the system. People thrive when theyare exposed to work contexts that foster decision-makingdiscretion. Decision-making discretion encourages thrivingthrough enabling a greater sense of control and choice aboutwhat to do at work and how to do it. People feel energizedwhen they have choices, and the resulting autonomy createsopportunities for learning.

Best Buy serves as a great example of using decision-making discretion to enable thriving. As reported in BusinessWeek, several years ago, Best Buy embarked on a revolu-tionary experiment to transform its stressful culture. Survey

data showed that employees suffered from jobs with highdemands and low control (i.e., always on-site, and no timefor personal life). Performance had dropped, turnover washigh, and job satisfaction and engagement were low. Withcompetitors gaining ground, Best Buy knew that it needed toimprove. They began ROWE, for results-only work environ-ment. What it meant in practice was that Best Buy hadsmashed the clock. Employees had no schedules, and nomandatory meetings. The initiative actually began covertlyby a handful of believers and spread to stores around thecountry. Despite some resistance and early opposition, theresults were tough to fight. For example, in the online ordersarea, an early adopter, productivity skyrocketed, along with



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engagement scores, job satisfaction, and retention. Employ-ees raved about their ability to thrive in their work andbeyond. As ROWE has grown, productivity increased 35 per-cent. Employee engagement increased dramatically, too.Whats more? They brag about thriving in nonwork activitiestoo, whether thats spending more time with their kids,working out, or traveling.

Given real estate costs for office space, demands for

flexible

schedules,

lost

time

and

energy

commuting

need-lessly, as well as an era of employees working on teams inmultiple time zones, this flexible work model, which providesgreater autonomy has garnered attention. Many organiza-tions have followed suit, providing greater decision-makingdiscretion to employees. Even more traditional workplacesand industries are experimenting at least in small doses with greater flexibility and decision-making. The results havebeen very encouraging.

A call center environment is notorious for advocatingstrict protocols for responding to callers. Employees arecarefully monitored as to whether they adhere to a script.However, research by Uta Bindl and her colleagues at theUniversity of Western Australia indicates that providing even

small opportunities for pro-activity relates to greater gains incustomer satisfaction. One employee commented:

When you say to people you need to do this, this and thison top of this, this and this - and as I say the work ismonotonous, we do the same thing every day - people willmake mistakes. So that is why I . . . said I dont agree withchecking everything. This . . . eventually, in the long run,will lead to a happier team, people are going to knowwhats expected of them and then within that if they arenot doing it consistently then I can deal with it from there.

Call center employees are thriving due to their increaseddiscretion in decision making. This kind of discretion perme-

ates

the

organization.

Mistakes

are

seen

as

learning

oppor-tunities. This decision-making discretion increases employeethriving because it energizes and creates learning opportu-nities.

Provide information about the organization and itsstrategyThe second enabler, broad information sharing, is the extentto which information (such as information about strategicdirection, organizational performance, and competitors) iscommunicated widely. Information sharing fuels thriving atwork because it helps employees better understand themeaning of their work and envision how they can compe-tently contribute. It gives them the requisite knowledge to

quickly

uncover

problems

as

they

arise,

make

good

decisions,and to integrate and coordinate actions across the firm.

At an extreme, sharing information is at the heart of openbook management, which advocates that organizations mustbe transparent in all they do. Access to strategic and financialinformation should not only help employees do their own jobseffectively, but help them understand how the company isdoing as a whole. Southwest Airlines (SWA) cascades informa-tion about the organization and its strategy. SWA stresses howinformed employees are more confident to use greater dis-cretion and make better decisions. Southwest believes thatthis information allows employees to act like owners. Tocirculate information, SWA sends employees daily news

updates via its intranet. The CEO delivers a weekly telephonemessage for all employees. SWA also provides detailed finan-cial information, which they refer to as Knowing the Score,on quarterly earnings. Finally, SWA also provides informationto employees through a series of town hall meetings each year.

SWA also has a culture committee, comprised of over 100corporate missionaries, that disseminates information aboutemployees and organizes various celebrations. For example,

members

of

the

culture

committee

celebrate

birthdays

andvarious personal events and distribute information aboutindividual and team accomplishments. In SWAs case, provid-ing employees with more information about the organizationand its strategy promotes employee thriving, because itenables learning and builds energy and excitement.

Even in industries such as machine tooling and manufac-turing, having information readily accessible regarding thefirms competitors and customers is critical. One large diver-sified firm in Australia reported substantial increases in salesfollowing the implementation of interventions designed toshare such information at all levels of the organization.Catherine Collins at the University of New South Wales foundthat the increase in sales over time was due to the effect the

information sharing interventions had on learning amongemployees. When such learning did not occur, presumablyemployees were unable to thrive, and profits suffered.

Minimize incivilityIncivility is defined as the prevalence of the exchange ofseemingly inconsequential inconsiderate words and deedsthat violate conventional norms of workplace conduct. Feel-ings of vitality and zest arise from relational connections withothers. When people are exposed to a climate of incivility,they are less likely to believe that they are valued organiza-tional members. In the face of incivility, they are more likelyto narrow their focus to the task at hand, avoiding risks thatmight offer opportunities to learn. A positive, respectfulclimate spurs positive energy to participate and contributeto the organization; an uncivil environment grates on people,depleting energy and reducing their propensity to take risksthat may enhance learning.

Cisco created a Global Workplace Civility program to pro-vide amorepositiveenvironmentwhereemployeescan thrive.The program utilizes specific levers to minimize the occur-rence or escalation of incivility and to foster civility. Ciscocreated detailed guidelines to help managers and humanresource executives respond to incivility episodes. The com-pany trains these managers and HR executives through avariety of cases, exercises, discussions, coaching, and videos.Cisco supplies these managers with a playbook or road-map

that

provides

details

on

civility

as

well

as

processes

for resol-ving incivility.Thereisalso a Web-based resource center with avariety of guides and references (e.g., legal services andemployee assistance programs). Cisco utilizes a teamapproach when incivility escalates. Experts meet to discussthe situation and diffuse it quickly. All of these practices helpto build energy and create opportunities to learn about how toget even better. These practices to combat incivility are afundamental part of enabling thriving at Cisco.

In another example, nearly a decade ago, Microsoft took alook at its culture and decided it needed to change. Microsoftfelt it was seen as uncivil to customers and employees, andthus focused on creating a more civil, positive culture.



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Microsoft revamped its training and development with an eyetoward civility and emotional intelligence, which it believedwere crucial to designing the best product. Microsoft adoptedcourses, such as Precision Questioning, that aimed to buildemotional agility and calm, even in intense situations. To doso, participants were taught (in these and other classes) toimprove their ability to listen and respond well to construc-tive criticism. Microsoft also overhauled orientation pro-

grams

with

a

focus

on

building

a

culture

of

civility.

Thecompany views this kind of civility as crucial for creatingthe energy necessary for innovating on a daily basis, as well aslearning through enhanced listening, better conversations,and more collaborative processes. The end result is thatemployee, customer, and partner satisfaction have drama-tically improved along with retention rates.

The Four Seasons luxury hotel chain has distinguisheditself by concentrating on extraordinary guest service. Foun-der and CEO Isadore Sharp credits the Four Seasons successto the Golden Rule: Treat others as you would like to betreated. He explains that basic human needs are the samearound the world, and that how you treat your employees ishow you expect them to treat the customer. In addition to

offering training and development to help employees learnand grow, the Four Seasons also pampers employees togenerate positive energy. They get free stays in any of thehotels, and during their visits, are treated like guests.Employees radiate thriving, and deliver top notch customerservice as a result. Its no wonder that the Four Seasons hasbeen on Fortunes list of Best Companies to Work For sincethe list began in 1998, and that it has a turnover rate half theindustry average. The Four Seasons culture, and focusedattention to facilitate employee thriving (since they seepeople as the strength of the company), have benefitedthe company and created a competitive advantage.

Provide

performance

feedbackFeedback provides specific information about current jobperformance or personal progress on goals and objectives todate. By resolving feelings of uncertainty (e.g., about personalaccomplishments and superiors expectations), feedbackallows people to more accurately and easily appraise them-selves, enabling them to see progress, and reducing individualstress a deterrent to thriving. Because feedback keepspeoples work-related activities directed toward desired per-sonal and organizational goals, it enables thriving.

Zingermans, a highly rated deli and community of busi-nesses located in Ann Arbor, Michigan, uses open book man-agement to share information in a transparent way throughthe organization. They also provide real-time feedback about

business performance as well as job performance throughhuddles. Huddles are weekly strategic forecasting meet-ings that employees use to determine how they are doing.Leaders of the operating units outline the company and unitsnumbers on a white board and then discuss performanceissues. Employees need to own the numbers and offer aplan on how to get back on track when the numbers indicate adeviance from the plan. The huddles also include codereds and code greens, which document customer com-plaints and compliments so that all employees can learn fromthem in the spirit of vicarious learning.

A second way firms can provide performance feedback isby using 360-degree evaluations. By collecting feedback from

bosses, peers, subordinates, and possibly clients or custo-mers, organizations get a much fuller picture of specificemployee strengths and weaknesses. Many firms utilize suchan approach, and when combined with developmental coach-ing, this feedback can be incredibly important for thriving. Inconjunction with one executive leadership program we col-laborated on, we measured thriving before and after a 360-degree leadership assessment, feedback, and coaching ses-

sion.

The

participants

experienced

a

significant

change

inthriving, at least in part due to learning about their ownstrengths and weaknesses and feeling energized to addressdevelopmental opportunities. One participant shared:

The culmination . . . was 360-degree feedback and a careeraction plan. Personally, this has been a strong compass as Icontinue to grow and make changes in my personal andprofessional life and development. As I prepared the plan,I liked the notion but felt some of the future orientedthoughts could possibly be too far- fetched. I have sincelearned that the tactical steps I outlined in my plan haveled me further along the path than I had anticipated at thetime. Personal relationships have flourished with a com-

mitment

to

principles

and

values

that

guide

my

direction.Career opportunities have blossomed as I performed tac-tical tasks to promote continued learning as well as toaugment my career choice.

Promote diversityOne new lever that weve identified is a climate that embracesand promotes diversity. Its an extension of promoting a cli-mateofrespectand trust. Organizations that arecommitted toenhancing employee inclusiveness, that are accepting of thosewho appear different from the majority or mainstream, andencourage the view that diversity makes an important con-tribution to the organization, develop a climate which pro-

motes

diversity.

Research

from

both

private

and public

sectororganizations indicates that climates fordiversity significantlyimpact a rangeofcareer and organizational attitudes. Employ-ment practices such as equal opportunity policies and family-friendly practices contribute to a positive diversity climate.However, equally important is facilitating dialogue and con-versation that addresses controversial issues and developspaths for navigating them in the organization. For example,how flexible should an organization be with regard to religiouspractices, dress, or appearance in order to incorporate viewsand practices which may incite controversy? When dialoguearound such issues is acceptable, employees have the oppor-tunity to express themselves and learn about the values andperspectives and others. Like civility, the inclusiveness cre-

ated by such a climate provides a safe haven where employeesfeel supported and encouraged to be themselves. Thisclimate enables both the learning and vitality componentsof thriving we learn about ourselves and others, and in sodoing can celebrate and reinforce the cultural identities thatcomprise who we are. Without such a climate, employees mayfeel compelled to hide or disguise important facets of theiridentity, which is draining both cognitively and physically.Feeling free to express and celebrate diverse sources ofidentity enables thriving it enhances self-developmentand is energizing.

Many educational institutions around the globe have beenexperimenting with an approach developed by Stanford



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educator and consultant Glenn Singleton called CourageousConversations about Race. The approach provides a processfor embracing diversity and engaging in dialogues aboutchallenging issues at work. Recently, it has been extendedto address religion and other sources of diversity, and appliedin noneducational work settings in a variety of industries.Researchers Cristina Gibson and Andrew Hinrichs have foundthat such programs help to develop positive diversity cli-

mates,

and

in

turn,

increase

thriving.

For

example,

assess-ments of thriving before and after a CourageousConversations about Race workshop show increases in bothperceptions of a positive diversity climate and employeethriving, presumably at least partially due to the skillslearned and the energy created during the workshop. Oneparticipant shared the following, providing evidence of thriv-ing that resulted following the workshop:

Everyone needs a voice needs processes to achieve this.It was an aha moment for me because it made me recog-nize a lot of what I may keep inside and not say to othersregarding my identity and what others might say about itand I disagree with. An enlightened sense of self-aware-

ness

and

renewed

energy

has

resulted.To sum up, the point is that there are numerous ways

organizations can facilitate employee thriving. Many of theseinitiatives require few resources, relatively speaking. Othersare more of an investment. The key is to start. Some orga-nizations started with very small steps. Seeing the positiveresults and outcomes (and often acquiring more resources),they have tended to sustain these initiatives even amidstdifficult financial climates.

When employees are thriving, they act in proactive ways toco-create their job environment in ways that will enable morethriving. Although leaders should strive to set the stage forthriving using the enablers listed above, once set they should

gain

additional

benefits,

as

thriving

employees

develop

andshape an environment where they perform better. For exam-ple, some people may thrive when they have real flexibilitysuch as Best Buy offers its employees. Other employees mayseek more intense camaraderie where they work closely inwork teams where everyone is co-located. The point is thatwhen employees are thriving, they chisel out a work environ-ment that nurtures more thriving. Whats more, thriving tendsto create positive spirals for employees, the organization,and others. For example, a contagion effect is likely as otherscatch their can-do spirit. People want to follow thrivingemployees so there is a role model effect that takes roottoo. By enabling thriving at work, managers, employees, andthe organization clearly win.

Before concluding, we would like to address the issue ofwhether thriving at work might have a dark side thatreduces thriving in other facets of ones life (e.g., in onespersonal life). Or conversely, perhaps thriving in nonworkspheres leaves little cognitive horsepower and energy forthriving at work? Our research indicates that this is not true.Thriving at work is positively correlated with thriving innonwork spheres of life there was no evidence of a negativerelationship, whereby thriving in one domain of life meantlower levels of thriving in the other. In fact, we have evidence

that some of the most powerful interventions are those withdual effects they promote thriving in work and nonworkspheres simultaneously. Two examples of these are themini-sabbatical volunteer work we described earlier andthe 360-degree feedback combined with coaching and actionplanning. Participants in both of these programs report thatthey find benefits in both work and nonwork arenas. Some ofthe same knowledge, skills and physical rejuvenation

prompted

by

the

interventions

were

equally

impactful

atwork and at home, as people engaged with partners, friends,and extended family, and participated in community andleisure activities. This is good news. We dont necessarilyhave to choose between one and the other, but can in factthrive in many ways and contexts simultaneously.

CONCLUSION

There are many reasons for managers to care about humanthriving and its resulting organizational sustainability. TheAmerican Psychological Associations 2010 Stress in Americasurvey reports that three quarters of Americans experience

stress

at

levels

that

increase

their

risk

of

developing

chronicillnesses such as heart disease, depression and diabetes. Ifhuman sustainability is a goal, thriving is a vital force forenabling healthy, high performing, engaged employees. Ourresearch shows that thriving employees are also less suscep-tible to stress and burnout and much healthier, overall.

Fosteringanenvironment whereemployeesaremoreapt tothrive provides other competitive advantages, includingretaining talent. Fortunes editor, Geoffrey Colvin, claims thatafter roughly 500 years, the scarcest, most valuable resourcein business is no longer financial capital its talent. Surveyafter survey reveals that top Human Resource executives andsenior managers number one concern is talent. The U.S.Census Bureau, National Bureau of Economic Research, the

Conference Board, and othershavewarned that were headinginto a labor shortage. To attract and retain talent, organiza-tions need to craft an environment where employees canthrive. Todays employees, especially the new millennials,arent content to be merely satisfied with their work. Thiscomes as 71 percent of employees see themselves as disen-gaged; less than 20 percent of employees see themselves asflourishing in their work (according to the Gallup). Employeesseek something more they want a job situation that enablesthem to thrive. They want work that doesnt require substan-tial recovery in the evening after work, on weekends orvacations. Instead, work can be a place where people feelalive and vital, where they can grow and get better every day.

Todays

organizations

can

andmust

do

better.

Our

hope

is

thatindividuals and their managers will work to create organiza-tions that nurture employeevitality and learning, and in doingso, maintain or improve economic and environmental impacts,while simultaneously sustaining human social performance.



8/8

SELECTED BIBLIOGRAPHY

For the original theoretical research on thriving at work, seeG. Spreitzer, K. Sutcliffe, J. Dutton, S. Sonenshein, and A.Grant, A socially embedded model of thriving at work,Organization Science, 2005, 16, 537549. Recently, severalempirical studies have been conducted to establish the con-struct validity of the thriving construct and why thrivingmatters, including C. Porath, G. Spreitzer, C. Gibson, andF. Stevens, Thriving at work: toward its measurement,construct validation, and theoretical refinement, Journalof Organizational Behavior.

Other work focuses more exclusively on the vitalitydimension of thriving, including C. Fritz, C. F. Lam, C. F.,and G. M. Spreitzer, Its the little things that matter: An

examination of knowledge workers energy management,Academy of Management Perspectives, 2011, 25(3). A classicrecovery article is by S. Sonnentag, Recovery, work engage-ment, and proactive behavior: A new look at the interfacebetween work and non-work, Journal of Applied Psychol-ogy, 2003, 88, 518528.

For more evidence about the effects of incivility andstrategies for combatting it, see Pearson, C. M., and Porath,The Cost of Bad Behavior How Incivility Damages Your

Business And What You Can Do about It (New York: Portfo-liojPenguin Group Inc., 2009). For an interesting example oninformation sharing, see the Zingermans case, Open BookFinance which can be located at www.bus.umich.edu/pos.

For

a

discussion

of

positive

diversity

climates,

see

D.Hicks-Clark and P. Iles, Climate for diversity and its effects

on career and organizational attitudes and perceptions,Personnel Review, 2000, 29(3): 324345. The role of dialogueand conversation in creating diversity climates is described inG.E. Singleton and C. Linton, Courageous Conversationsabout Race: A Field Guide for Achieving Equity in Schools

(Thousand Oaks, CA: Sage, 2000).To learn more about sustainable organizations, see J.

Pfeffer, Building Sustainable Organizations: The HumanFactor, Academy of Management Perspectives, 2010, 24,3445. And a wonderful book that offers many practicestrategies for energy self-regulation is J. Loehr, and T.Schwartz, The Power of Full Engagement: Managing Energy,Not Time, is the Key to High Performance and Personal

Renewal (New York: Free Press, 2003).Several of the examples provided are from our POS case

collection (www.bus.umich.edu/pos). More on the Billupsexample can be found in Having a Calling and Crafting aJob: The case of Candace Billups. At this site, you may alsofind many more cases and teaching tools for enabling thrivingat work.

Acknowledgments

We thank our thriving research collaborators (especiallyFlannery Garnett) for helping us provide empirical evidencefor how and why thriving matters. We thank Senn Delaney fortheir support in data collection and Elizabeth Bulin, whohelped with a review of the literature.

Gretchen Spreitzer is a professor of management and organizations at the University of Michigan Ross School ofBusiness, where she is on faculty at the Center for Positive Organizational Scholarship. Her research focuses onemployee empowerment and leadership development, particularly within a context of organizational change anddecline. Her most recent research is examining how organizations can enable thriving. She received her Ph.D. fromthe University of Michigan as well (Ross School of Business, 701 Tappan St., University of Michigan, Ann Arbor, MI41804, USA. Tel.: +1 734 936 2835, e-mail: [email protected]).

Christine L. Porath is an assistant professor of management at the McDonough School of Business at GeorgetownUniversity. Her research focuses on organizational culture and leadership. Her most recent research focuses not onlyon the effects of bad behavior, but also on how organizations can create a more positive environment where people

can

thrive;

and

how

individuals

and

organizations

benefit

in

terms

of

individual wellbeing

and

performance.

Shereceived her Ph.D. from the University of North Carolina at Chapel Hill (Georgetown University, McDonough School ofBusiness, 37th and O Streets, Washington, DC 20057, USA. Tel.: +1 202 687 3209, e-mail: [email protected] )

Cristina B. Gibson is Winthrop Professor of Management and Organization at the University of Western AustraliaSchool of Business. Her area of expertise is the nexus of organizational behavior, international management, andcross-cultural psychology, with a focus the impact of culture on work behavior. Her most recent research examineshow collaborative intercultural competency building helps to increase sustained social impact of corporatecommunity investments. She received her Ph.D. from the University of California, Irvine (UWA Business SchoolRoom G59, University of Western Australia, 35 Stirling Highway, Crawley, WA 6009, Australia. Tel.: +61 4 0551 5510,e-mail: [email protected])

http://www.bus.umich.edu/poshttp://www.bus.umich.edu/posmailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]://www.bus.umich.edu/poshttp://www.bus.umich.edu/pos

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