Three Things You Can Do to Promote a Culture of Hope

What quality do employees — not just in the US, but around the world — want most from their employers?

It’s not stability. It’s not compassion. It’s not even trust. 

Recent Gallup research, conducted across 52 countries and territories, found hope to be the thing workers most need from their leaders, managers, and supervisors. 

What about the flip side, though? Are managers and leaders solely responsible for instilling hope in the workplace, or should it be a collaborative effort between employer and employee?

Everyone — from the top of the org chart to the bottom — should have skin in the game when it comes to creating a culture of hope. 

Yes, pep talks and strength of vision from leadership are important. But when employees passively wait for hope to be handed down from on high, that can sap the energy of leaders and managers.

It’s hard enough to keep morale up during tough times. It’s even harder when you feel like you’re the only one doing it. But when everyone is modeling an attitude of “We’ll get through this together,” it lifts up the whole organization.

No matter your role in your company, there are things you can do. 

3 ways employees keep hope alive and actively growing:

1. Own the small wins.

   When you hit a milestone, any milestone, share it. Send a quick note in your team’s chat — or, if you’re in the office, mention it at the next group stand-up. 

   It’s not bragging. When you celebrate small wins, you’re reminding everyone that progress is possible, and that it’s happening.

   These reminders add up. They let leadership and front-line workers alike know that things are moving forward, even if the big goals still seem far away.

2. Lift others up when they stumble. 

   Hope dies when everyone in the organization is just in it for themselves — and it dies faster when people know nobody else cares about their struggles.

   So if you see a teammate who’s having a rough time, be proactive. Reach out. Ask what they need and then do your best to deliver it. However, make sure to frame it as sharing the load — not you taking it over.

   Feeling that those around you see you as unable to carry your portion of the load can make hope hard to come by. But if you know that your team members have your back — and they know you have theirs — that’s a source of reassurance and optimism.

3. Treat setbacks like springboards.

   Projects will derail. Experiments won’t pan out. That happens. When it does, it’s important to acknowledge the setback — but don’t live there. 

   Talk out what you’ve learned. Figure out one thing to change for the next try. And if that doesn’t work, figure out one more thing and keep on figuring things out until they work.

   This mindset uses disappointment to fuel possibility, positivity, and creativity. And it shows those around you — including leaders and managers — that you can learn from failure rather than being defined by it.

For more on managing emotions, check out Staying Calm & Confident in High-Stress Conversations

Make these things a habit and watch your company culture change from excuses and resignation, to engagement and motivation. 

Leaders will still set the vision. Management will work to carry out that vision. But now, you’re a full partner in your company’s culture of hope. You’re not just along for the ride. You’re helping to navigate the way ahead — and, when it’s needed, taking the wheel and driving.