The Positive Energy Workplace

At Active Choices, Inc., our team regularly interacts with leaders in organizations who are interested in supporting and optimizing their company culture. In today’s business landscape, “culture” isn’t just a buzzword: it’s evolved into a strategic approach that can be leveraged to drive performance, attract top talent, and foster innovation for your company. 

Culture has surfaced as a critical factor that can make or break an organization's success. 

One of the keys to unlocking the power of a strong company culture lies in proactivity and approaching culture optimization strategically. It can sometimes feel simpler and more straightforward to approach your company culture reactively (by changing policies hastily, disregarding employee input, moving forward on engagement campaigns without leadership commitment, prioritizing short-term fixes, etc.), but in the long term, these “quick fixes” are not sustainable and can end up costing your company more time, energy, money, and trust with your people.

Let’s delve into some of the top reasons why being ahead of the game in cultivating a positive culture is not just a choice, but a strategic necessity for leaders and executives to pay attention to:

Is your organization looking to create a positive and thriving work environment that fuels innovation and inspires your employees to perform at their best?

By tapping into ACI’s Positive Energy Workplace Initiative™ (PEW-i) Credential Program, your organization and workforce are empowered to learn and embrace the IEP Method® and build a culture that sustainably nurtures innovation, performance, and well-being.

Pursuing organizational credentials through PEW-i provides immediate benefits for your workforce AND a future-forward strategy for your company culture, especially since the criteria is centered around the IEP Methodology. By focusing on quality intentions, energy, and presence for each employee, it empowers everyone to contribute to the success and impact of a company’s mission and goals.

Here are three energizing outcomes to envision when your organization begins the IEP Method journey and completes credentialing:

I think we have to be extra kind to each other right now. I'm noticing in my work with clients, with things my friends and family are going through, and in my own life that there is this extra level of buzz, tenderness, and sensitivity that seems to go with more things than not right now. Tension runs high, misunderstandings feel faster, lots of flux in people's jobs and life decisions and relationships, some more "proving it" and "covering my booty" energy is showing up especially in corporate players (which is like literally the last thing our culture needs right now) -- not to mention politics, global warming, the latest in Texas, and oh, ya... the pandemic and... everything else.

As we navigate the new business and world environment of today, we'll need to focus more deeply on things we may have been able to dismiss, de-emphasize, or put off, in the past. I've spent the last twenty years building out the IEP Method® (Intentional Energetic Presence®) body of work, writing books and creating programs devoted to leadership and culture, and working deeply with organizations who wanted to have healthy high-performing positively contagious cultures for happy people and solid business results.

While writing CONTAGIOUS YOU* last year, I spent time digging deep into data, science, research, and case studies. I wanted to help bridge the gap people often come to the edge of when tying the IEP leadership work (often seen as the "soft stuff") to tangible business costs and outcomes.

Of course everyone knows that being more present, healthier, clearer, kinder, and trustworthy is a nice to have, but does it really net a financial impact? Is it really good business? After all, people say it is, but I've found that when it comes to learning how to do it — which requires leaning into the "soft stuff" — people often disappear into some version of, "We don't have budget, we don't have time, we've got work to do" or my favorite "Isn't that a little woo woo?"

After having done this work for more than twenty years with a spectrum of organizations, business leaders, humans, and industries, I knew the answer to "Does it really net a financial impact and is it good business and is it worth tending to?" was a HUMONGOUS “YES.”

(So do you, if even only intuitively right now.)

And turning myself into a researcher validated my beliefs.