October 9, 2025
Things Done

Article content

In the context of today’s unpredictable and changing organizational landscape, leaders face many daunting challenges. Economic, social, and political challenges, and an anxious workforce with a historic mix of five generations and uncertainty driven by the “leadership” state of leadership in our world, make things challenging, to say the least. The result of these factors is that organizations are at a crossroads. Recent research provides a clear picture of the leadership challenges with follower well-being. According to Gallup’s 2025 report, global engagement and well-being have significantly declined. Only 21% of employees are engaged, and overall well-being is at its lowest point since the pandemic, with stress and disconnection costing nearly 9% of global GDP. Managers are especially at risk, facing greater pressure and diminished support. Over half of employees have felt burned out in the past year, with mental health issues spurring more leave requests and affecting workplace performance. McKinsey and Co.frames wellness across six dimensions: health, fitness, sleep, mindfulness, appearance, and nutrition. In their 2025 trends survey, mental health emerges as a pillar of workplace strategy. Harvard Business Review stresses that well-being programs can fall short unless they address systemic factors, including meaningful work, leadership practices, and inclusivity. Their 2025 research finds that 90% of U.S. employees report at least minor mental health challenges, affecting engagement and productivity. Only 34% of employees report thriving in overall well-being, a decline from previous years.Although 87% of companies have some form of wellness program, just 41% rate their programs as very effective, indicating a gap between employee needs and current support.

“Everything rises and falls on leadership. “

John Maxwell

John Maxwell often says, “Everything rises and falls on leadership. “If that is the case, then leadership can cause things to rise. Leadership, after all, is building people up and getting things done. Building people up comes first.

The key point to addressing these issues may well be L.A.F.F.S. No, I don’t mean a comedy show or in-depth therapy and hand-holding. Organizations that thrive need a fulfilling place to work. One of my early mentors, the late Dr.William Glasser, always taught two things that resonate today: “It is all relationships, “and people are motivated by five internal needs.” He characterized these internal drivers or needs using the acronym L.A.F.F.S. The L.A.F.F.S. model—Love & Belonging, Acknowledgement & Achievement, Fun, Freedom, and Safety offers a practical, research-driven framework for revitalizing workplace culture and driving team performance. This Thursday’s Leadership Insight describes the L.A.F.F.S. framework in leadership practice. It provides a L.A.F.F.S. checklist for any leader to assess potential L.A.F.F.S. gaps and questions, and how to implement L.A.F.F.S. in any organization. Finally, the return on L.A.F.F.S. will be shared.

Leadership, after all, is building people up and getting things done. Building people up comes first.

The L.A.F.F.S. Framework

1. Love & Belonging: Leaders foster connection through genuine caring and respect, elevating engagement and retention rates. Creating a culture of love isn’t sentimental—it’s a high-performing, people-centered strategy that boosts loyalty and trust. Regular affirmations and inclusion drive team cohesion.
2. Acknowledgement & Achievement: Recognition fuels motivation. Acknowledging effort and celebrating wins enables employees to feel seen for their unique strengths, leading to greater pride and discretionary effort.
3. Fun: Workplaces that recognize and enjoy people create energy and reduce stress. Warmth and playfulness foster creativity and strong relationships—even virtual teams benefit from intentional fun.
4. Freedom: Empowerment allows employees to innovate and collaborate. Leaders encourage autonomy and coaching; teams perform better and adapt faster when they have latitude to explore new ideas and approaches.
5. Safety: Psychological safety enables people to raise concerns, challenge the status quo, and bring forth their best ideas. Cultures rooted in safety see higher engagement, inclusion, and resilience.

Article content

A brief checklist for a Leader to assess any Gaps in L.A.F.F.S.

Do people feel genuinely cared for and included (Love & Belonging)? Is there evidence of close connections and team trust?
Are achievements and contributions consistently acknowledged and celebrated (Acknowledgement & Achievement)? Do staff receive regular constructive feedback?
Is fun visible in team interactions, meetings, or rituals (Fun)? Does laughter or enjoyment naturally occur in your workplace?
Do team members feel freedom to innovate, speak up, and collaborate across roles (Freedom)? Is autonomy encouraged and supported in daily work?
Is psychological safety present—can anyone safely raise questions, share concerns, or challenge the status quo without fear (Safe Space)? Is there transparency and support in handling mistakes or dissent?

· “Culture is how we think, act, and interact.”

· Greg Cagle

Implementing a L.A.F.F.S. culture requires an A.B.C. approach to leadership practice: Assess, Behave, and Commit.

Below are some suggestions

1. Begin with leadership assessment, behavior, and commitment: Model caring, inclusion, and psychological safety in actions and everyday conversations.
2. Create structures for recognition—regular shout-outs, peer appreciation, and visible reward systems.
3. Design social rituals and team activities that encourage laughter and shared experiences.
4. Provide autonomy through goal setting, flexible work arrangements, and problem-solving sessions where all voices count.
5. Train leaders to listen, respond empathetically, and address complex topics openly to reinforce a safe environment.

Article content
The return on building a L.A.F.F.S. culture in any organization. Organizations that invest in a need-fulfilling workplace culture—centered on Love & Belonging, Acknowledgement & Achievement, Fun, Freedom, and Safety—see measurable improvements in performance, retention, engagement, and well-being. The following benefits are supported by recent industry research:

1. Higher Productivity Companies that prioritize employee well-being report up to 20% higher productivity and reduced absenteeism, as employees feel supported and engaged to perform their best.
2. Increased Retention. Comprehensive well-being programs lead to turnover rates 41% lower than in organizations without such programs, resulting in talent retention and cost savings.
3. Enhanced Engagement Employees who feel their well-being is valued are 2.3 times more likely to be engaged at work, increasing job satisfaction and loyalty.
4. Reduced Burnout and Improved Health Workers in psychologically safe environments report up to 40% less burnout, fewer absence days, and greater mental and physical health outcomes, directly impacting performance and morale.
5. Boosted Innovation and Collaboration Cultures that foster trust, safety, and freedom to innovate see a 230% average return on every dollar invested in psychological safety, with 76% higher engagement and noticeably more creativity and teamwork.

Leadership commitment to creating a L.A.F.F.S. culture is not a passing fancy or an attempt to create a party culture at work; it is a moral imperative and a strategic advantage, with clear, quantifiable outcomes in today’s uncertain and volatile environment. Imagine what it would look like if those you lead actually looked forward to work? L.A.F.F.S. may well be the guide, and your leadership is the driver.

The Leadership Question for you then is

What practices can you implement to make L.A.F.F.S. a reality in your organization

Does your leadership practice create a L.A.F.F.S. culture?