A Formula for Employee (and Business) Thriving

Being a great manager isn’t about directly motivating your team members; it’s about fostering an environment where they can motivate and empower themselves. Throughout my career, I’ve found that employees want to Believe, Contribute, Belong, and Grow - or BCBG. Yes, this is the name of a women’s clothing brand. It could also be CBGB, if thinking about the legendary NYC music hall will help you remember the formula. Whichever way you frame it, managers and companies that cultivate an environment where these elements flourish see the benefits reflected in higher employee engagement, satisfaction, and performance. 

Believe: At the heart of every thriving organization is a compelling 'Why?'—the purpose or vision that drives every action. A clear, passionately articulated vision fosters a strong sense of purpose among team members. Simon Sinek emphasizes the importance of this in his work, noting that employees aligned with their company’s ‘Why’ are more inspired, engaged, and satisfied. 

Contribute: It’s not enough for companies to have a clear vision and goals; employees need to see how their work connects to the bigger picture. Understanding how their daily efforts contribute to department and company-wide objectives instills a sense of importance and pride. Crucially, autonomy plays a key role here, as it demonstrates trust in their ability to make meaningful contributions.

Belong: Humans, by nature, are social animals. We want to belong. As the average person spends one-third of their life at work, feeling included and having a sense of belonging at work is very important. Some leaders mistake this as “soft” or “touchy feely” stuff, but - make no mistake - belonging is good for business.

A Betterup survey links high belonging to a whopping 56% increase in job performance, a 50% drop in turnover risk, and a 75% reduction in sick days. For a 10,000-person company, this would result in annual savings of more than $52M. Employees with higher workplace belonging also showed a 167% increase in their employer promoter score (their willingness to recommend their company to others). They also received double the raises, and 18 times more promotions.

Grow: Opportunities for growth are vital for employees, and the good news is that investing in your employees' development is key to driving business growth overall. These efforts reinforce each other, creating a cycle of mutual benefit. 

Companies and managers should note that, more than any other generation, Gen Z prioritizes personal growth and development in the workplace. They value learning opportunities as a way to improve their skills and marketability in a competitive job market. They also want to work for organizations that invest in their professional growth and offer clear paths for promotion.

It is my experience that far too many leaders think of L&D as a “nice to have” rather than a business imperative. Here are some stats from the LinkedIn 2024 Workforce Learning Report that underscore the importance of prioritizing learning and development.

• 90% of organizations are concerned about employee retention and providing learning opportunities is the No.1 retention strategy.

• 7 in 10 people say learning improves their sense of connection to their organization.

• 8 in 10 people say learning adds purpose to their work.

THE WORK: Ensuring Your Reports BCBG

1. Overcommunicate the 'Why': Embed the company's purpose in every communication and business process. When the 'Why' is clear, the inspiration and commitment follow. Additionally, discuss with your team members their personal 'Why'—the underlying motivation driving them. Then, help them connect that purpose to their work to foster greater meaning and engagement.

2. Build a culture of care and connection: Employees develop a sense of belonging at work when they feel that the organization genuinely cares about their well-being and acknowledges their whole self. Prioritize fostering a welcoming and inclusive environment where employees feel psychologically safe, respected, and valued. Note: this calls for you, as a leader or manager, to engage in some deep internal work around vulnerability, compassion, and your own sense of belonging.

Connection to colleagues is a vital component of belonging at work. However, the pandemic and the resulting shift to remote work have left 65% of workers feeling less connected to their coworkers. Unfortunately, many companies have let their early efforts to maintain connection lapse. Recommit to simple yet impactful practices—like gratitude shares, lunch-and-learns, or kicking off meetings with fun storytelling prompts. If your budget permits, consider organizing in-person team or company-wide offsites. Companies I work with that prioritize these gatherings consistently report a significant ROI.

3. Cultivate a learning culture committed to continuous improvement: There are a handful of levers to work here:

• Invest in L&D programs, making note of how AI is making these more personalized and effective. Offer internal mentorship and sponsorship programs, and support peer learning groups. If you are not already, offer coaching or access to a coaching platform.

• Emphasize management training because, as the saying goes, “people don’t leave companies, they leave managers.” Managers must be skilled at communicating why something is being done and how it contributes to larger company goals. They must also be skilled at providing feedback, coaching, and helping their reports with career planning.
• Encourage and operationalize frequent feedback. The data shows that employees want the feedback (because they want to grow) but they are not getting it from their managers (becuase they fear it and are rarely trained in how to do it effectively). In fact, a Brene Brown study found “lack of meaningful feedback” was #1 reason talented people leave an organization. In addition, only 19% of Millennials report receiving routine feedback. Build a culture where feedback flows easily and watch your people and your company grow immensely.
• Teach your team the importance of adopting a Learner and Beginner Mindset, and lead by example. Emphasize the power of asking thoughtful questions to spark curiosity, open-mindedness, and a willingness to explore new ideas. These qualities are vital for cultivating a learning culture, which in turn is vital to growing your people and your business. 

Take a moment to contemplate how you feel about your own levels of BCBG’ing at your company? Then consider your effectiveness as a manager in helping your team members Believe, Contribute, Belong, and Grow. Where do you excel, and where could you improve? Below are some key questions to guide your reflection (yes, we’re practicing the art of inquiry right now!). Use your insights to create a thoughtful action plan.

• How clearly and how often do I communicate the vision we are working toward? 
• How well do I understand what makes work meaningful and engaging for each team member?
• How clearly and how often do I connect what my reports do to why it is important?
• How can I provide my reports and team more autonomy?
• How can I create opportunities for belonging and connection within my team and the company overall?
• How can I become better at modeling compassion and care for my team members?
• How can I better develop and upskill my team?
• How can I more effectively support each of my reports in achieving their career goals?
• How and when can I give more frequent and effective feedback?
• How curious and open-minded am I, and how often do I actively seek out others' perspectives?

THE BIG PICTURE

Each element of BCBG—Believe, Contribute, Belong, and Grow—individually enhances employee engagement and satisfaction, driving tangible business results. But when combined, these elements create a powerful ecosystem where employees don’t just perform—they THRIVE. And when your people thrive, so does your business.

Yet, the impact extends far beyond the workplace. When we cultivate environments where individuals feel valued, connected, and empowered to grow, we’re not just building better teams—we’re nurturing better communities. Employees who flourish at work carry that sense of thriving into their families, friendships, and broader networks, creating a ripple effect of positivity and purpose. In this way, fostering human thriving isn’t just a business strategy; it’s a commitment to making the world a better place.

Learn about our 3-Part Management Trainings, focused on helping management teams develop best practices, as well as deepen their understanding of themselves and the people they manage.