As a leader, there is something I’ve long been passionate about and have aspired to create within this company of excellent people I’m part of, but never had a really nice way of framing it. Then I read this article. Et voila, I suddenly have that frame. It’s called “human flourishing”, and it couldn’t be more germane to the requirements of today.
Here’s why.
The modern professional services landscape is marked by a persistent challenge: attracting and retaining top talent. Below is a finding from our 2025 High Growth Study, which points to 2 of the top 5 challenges today’s professional services firms face as being associated with people – specifically around bench and skills.
Firms not only have to worry about building their book of business, they need to also think about building their pipeline of qualified candidates. And once they hire those candidates, they need them to stay.
In this persistently tight talent pool where professionals have options, company culture has emerged as a critical differentiator for a firm’s employer brand. Competitive packages are not just about offering competitive salaries anymore; employees are seeking environments where they can truly flourish. Deb Knupp’s article–the one I referenced above–points out that human flourishing goes FAR beyond mere job satisfaction or even engagement. It encompasses a deeper sense of purpose, meaningful connections, opportunities for personal growth, and overall well-being.
Not convinced of its import? Our own research validates the urgency of fostering a culture of flourishment. In our Navigating the Mid-Career Talent Crisis study, we examined the drivers of job satisfaction and loyalty for that critical echelon of employees, those who are mid career. Just look at these findings:
Six of the top nine reasons experienced individuals bid adieu center around culture!
Ok. So a strong culture makes for happy people. What about pure performance? Does a culture in which employees flourish impact the bottom line? Deb’s article pointed to Gallup’s 2023 State of the Global Workplace report, which highlights that companies with highly engaged teams experience the following:
- higher profitability (23%),
- increased productivity (18%),
- lower turnover (43%)
Top performing firms acknowledge and respect the connection between culture and performance. Another finding from our 2025 study confirmed that the fastest growing, most profitable firms do a better job of prioritizing company culture than their no-growth peers. See the chart below for the differences:
Cultivating a High-Performance Culture
Making deliberate investments in your employees’ well being is a no-brainer. Some companies offer health and wellness credits or implement programs that support diversity for example. But what can you do to create an environment in which your people truly flourish? Our research (and experience) points to a few other ideas you can implement today that will cost you very little in time or money but pay off big time in terms of building a high-performing culture.
- Recognition and Appreciation: Regularly acknowledging employee achievements, both big and small, through shout-outs in meetings, newsletters, or emails. This simple gesture reinforces value and contributes to a positive atmosphere. One tradition at Hinge is what we call “Gratitude Notes”, where at the end of each year, anonymously submitted notes of appreciation for every single one of our colleagues are placed into a box (or, these days, a digital document) for each individual. It’s a thing of beauty when you read about all the ways you’re appreciated and valued.
- Reinforcing Core Values: Regularly communicating and exemplifying the company’s core values, and linking employee recognition back to those values. This helps everyone understand what the organization stands for and what kind of contributions are valued.
- Transparency and Communication: Sharing company performance metrics with employees, fostering open dialogue, and maintaining an anonymous feedback portal to leadership. This builds trust and empowers employees to contribute to positive change.
- Digital Maturity: Ensuring that the company’s technology supports its workforce, enabling remote work, efficient office operations, and seamless client interactions. Reliable technology contributes to a less stressful and more productive work environment.
The message I hope to leave you with is this: Building a high-performance culture requires a conscious effort and commitment from leadership. Clearly not a one-size-fits-all solution, each company’s culture and supporting programs will be unique. When professionals feel psychologically safe, energized by their work, and aligned with their firm’s mission, they’re not just more fulfilled—they’re more effective, innovative, and loyal. And in this skyhigh-stakes environment, prioritizing employee well-being and creating a culture of human flourishing is not just a “nice-to-have,” but a strategic imperative.
I think Deb says it best: a culture of human flourishing is not a detour from performance—it’s the most direct path to it.
