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As organizations, we continually face change, and now, more than ever, leaders deal with unpredictable and unprecedented obstacles on a daily basis.

People are our greatest asset. Our people develop our products, implement our strategic plans and execute on our promises to customers. In order to navigate a chaotic marketplace, our people’s level of engagement to our operation’s strategy and culture is paramount. An engaged workforce advances our strategic vision rather than maintaining the status quo.

In the worst cases, a disengaged workforce drags down morale and impairs operational effectiveness. In our this white paper, we discuss a data-driven approach to closing the employee engagement gap.

This white paper will present the evolution of positivity — beginning with its origin, provide an updated, organizationally-focused definition, as well as introduce a scientifically based measurement assessment with conclusive data that links positivity to improved organizational performance.

Positivity is a word broadly used in our everyday vernacular. It often connotes an intention, a mood, a mindset or an approach. And, while there are multiple definitions, there is a lack of clarity around the application, importance or
measurement of positivity in the business environment. Many leaders conflate positivity with happiness, and while there
is a direct link between the two, there is a significant divergence in how they manifest in the workplace, especially as part of the leadership equation.