We live in a country where the GDP has tripled in the past 50 years, and health and well-being is at its lowest. It’s time to change that. 

The Gross Domestic Product (GDP), which measures the volume of goods and services produced in a set time period, is often hailed as the great indicator of a nation’s success. In the U.S., that number has experienced strong growth in the past half century. However, one glaring discrepancy exists: the health and well-being of our people.

Deadlines and output have reigned supreme. As a result, life satisfaction has fallen flat while depression and anxiety have risen alarmingly. Our people are inundated with life stressors and financial worry unprecedented in modern times. And it’s impacting our businesses, as well.  

Recently, I had a conversation with a Chief People Officer (CPO) at a distribution company who gets it. They were not blind to the hidden costs of a traditional leadership style, one overly fixated on productivity and bottom-line results. In fact, the CPO recalled showing a chart to their CEO, one similar to the one I shared above. The troubling contrast between the rising GDP and the flat-lining well-being of its people yielded a stark realization. The CEO was more than dismayed.  

“This graph is so surprising in a bad way.”  

Has our relentless pursuit of economic growth inadvertently compromised human flourishing? Is there a way to accomplish both? Does economic success have to come at the expense of employee well-being?  

How can we cultivate our employees’ talents, improve their well-being and help them feel purpose and connection? 

To answer these questions, I’ve spent the past year studying all manners of positive psychology, in both my personal life and as it relates to the business world.  

You’ll hear me talk of Martin Seligman, considered the “father of positive psychology.” He has said personal flourishing rests atop five pillars: positive emotion, engagement, relationships, meaning and accomplishment. 

“I believe the gold standard of measuring well-being is flourishing, and that the goal of positive psychology is to increase flourishing.”  (Source) 

If we take those five fundamentals of positive psychology and apply them to the way we lead our people — Human-Centered Leadership — we create a leadership style that is focused on nurturing the individual’s well-being.  

The outcome of helping our people flourish? As their well-being improves, their performance and productivity improve. A Force for Good.  

Palmer Johnson: A Case Study in Positive Leadership 

As a leading distributor in the heavy-duty equipment industry, Palmer Johnson exemplifies the Force for Good leadership model.  

Their vision statement, “To inspire growth, health, and well-being in our people and in the communities we serve,” reflects a commitment to the holistic success of their employees. 

Adam Becker, Vice President of Operations at Palmer Johnson, emphasizes the importance of work-life balance, family values, and a culture of care and respect. This approach aligns with Alden Mills’ concept in “Unstoppable Teams,” where caring forms the foundation for building trust and persistence. Becoming a great team-builder means you have to become a great relationship-builder first.  

A Force for Good in action. 

A notable aspect of Palmer Johnson’s approach is their 60% service technician utilization rate. Contrary to the conventional push for maximizing employee output, this strategy allows space for creativity, fosters positive relationships and reduces stress. This decision reflects a deep understanding of the principles of Positive Leadership, where employee well-being is prioritized alongside productivity. 

A focus on thriving and growth, inclusivity and collaboration — a paradigm shift that envisions leaders as catalysts for positive change, linking business outcomes to emotional and value-driven connections. 

Balancing Well-Being and Growth: What Are the Implications for Leadership? 

This shift requires commitment, clarity and most importantly, action.   

Traditional leadership models, often gauged by their ability to drive economic metrics, find themselves at an impasse. While fiscal success is undeniably important, this singular focus risks overlooking the well-being of the very people who drive these economic engines – the employees. 

The reality is your branch manager or your warehouse manager have metrics to hit, productivity numbers to drive, products to get out the door. People call in sick, and there are vacations to cover. 

The manager is directly responsible for their team’s performance and well-being. They don’t want platitudes. They want tangible, immediate ways to improve their leadership and create a more positive, productive team environment. All while meeting their goals.  

How can we as leaders enable our management teams to effectively perform their jobs while still being cognizant of the well-being of their people?  

From Seligman’s teachings, coupled with lessons I learned during three seasons of the We Supply America tour, I found there’s a better way.  

It’s why I’ve developed the Force for Good leadership model, a solution that prioritizes employee well-being alongside economic growth. More than a platitude, it’s a cultural alignment throughout all branches and departments. Here’s how it works:  

1. Transform Work Culture: Positive Leadership radically transforms the work environment by fostering a culture where positivity, growth and employee well-being are prioritized. This approach directly combats the negative aspects of traditional workplace cultures. 
2. Enhance Employee Engagement and Satisfaction: Through its focus on positive relationships, emotions, engagement, accomplishment, health and purpose, Positive Leadership significantly boosts employee engagement and job satisfaction, tackling one of the biggest challenges in modern workplaces. 
3. Build Resilient and High-Performing Teams: Positive Leadership equips leaders with the skills to create resilient teams that can adapt to change, work collaboratively and achieve high performance, further addressing common issues of team dysfunction and poor collaboration. 
4. Improve Retention and Reducing Turnover: By creating a more positive and supportive work environment, Positive Leadership helps in retaining talent and reducing turnover, which is a critical issue for many organizations. 
5. Align Organizational Goals with Employee Well-Being: Positive Leadership aligns organizational objectives with the well-being of employees, ensuring that business goals are met without compromising employee health and happiness. 

Historically, company success often comes at the expense of the individual. You see this in low employee engagement, high turnover, poor team dynamics, reduced productivity and overall dissatisfaction among employees. It all has a direct impact on the bottom line.  

This is where Force for Good leadership emerges as a beacon of hope. This approach — the foundation of our Human-Centered Leadership System — aligns with the principles of positive psychology, emphasizing the need for positive relationships, engagement, accomplishment and purpose in the workplace.  

Dirk Beveridge

Dirk Beveridge is the founder of UnleashWD, Executive Producer at We Supply America, President of the Beveridge Consulting Group, and Champion for the noble calling of distribution for over 37 years. He often speaks at company and association meetings to share his one-of-a-kind perspective on leadership, the future of wholesale distribution and how distributors are a Force for Good. Learn more about Dirk by visiting forceforgoodcompany.com.