Unrivalled research, creativity, and innovation provided American companies the corporate edge that they enjoyed through the 1970’s. Global competition in the 80’s and 90’s has broken the confidence of many of these companies--prompting, in many instances, excessive downsizing and the instigation of forced-ranking policies that have served to further undermine company morale. Fearful of making a mistake that could result in career-termination, management and workers in these companies have become tentative and afraid; and whatever creative edge their companies enjoyed has been lost. The current scandals give sad testimony to frightened business leaders who have capitulated vision and ethics to the pressures of quarterly reports.

For the vast majority of American businesses, corporate policy is faddish and reactive--driven and diverted by whatever happens to be the latest economic forecast or trend. Such need not be the case. Managers can choose to be intentional and principle-centered. They can let others know that they are valued and respected and can encourage an environment in which people support and enable one another. As they become proactive and willing to take responsibility for shaping the corporate world they inhabit, managers can create the conditions wherein people produce and thrive. However, before companies can implement some of the new management theories, they must first nurture the health of the corporation itself by caring for the attitudes and spirits of the individuals who comprise that corporation.

Current research reveals that, when people are respected and loved for who they are rather than for what they do, they develop high self-esteem. This new research has far-reaching implications for those who serve as corporate managers. Remember the observation from the previous section that “high self-esteem can exert a tremendous influence upon how well we perform”? The manner in which managers relate to their corporate peers and employees may have a far greater impact upon corporate production and profits than any other management factor. Helping employees to feel valued and respected is at least as important as are compensation packages in terms of building company morale and encouraging worker incentive.

According to data gathered by Hewitt Associates, which analyzed the data of more than 200 companies that applied for this year’s list, the 100 Best Companies to work for in America have three main characteristics in common:

• The 100 Best organizations take more steps to engage employees in the business
• The 100 Best organizations make an effort to create a supportive and inclusive company culture and environment
• The 100 Best organizations give greater consideration to their employees’ quality of life

Ray Baumruk, a principal with Hewitt Associates and the 100 Best Project Manager states, “the best companies understand that being a good employer pays business dividends. What sets them apart is that their commitment goes beyond mere rhetoric to include programs and policies that send a strong message to employees that each employee is valued as an individual.” That type of message can go a long way toward earning employee loyalty.

ARK in the Corporate World

A sea change is underway regarding the character and attitudes of those persons who will manage the great companies of the future. No longer will a premium be placed upon the old, authoritarian tactics of command and control. A new measure of leadership has emerged.

A healthy corporation is one in which employees feel affirmed and supported and in which creativity and initiative are alive and well. Such a climate is engendered by managers who extend trust, respect and unconditional love to those who serve with them. “Management by affirmation,” as a new paradigm for the marketplace, provides the concepts and the practices that are key elements in insuring corporate and individual health and growth.

The ARK (Adults Relating to Kids) Program encourages the caring environment and promotes the type of leadership development that is essential to an affirming management style.

A Key Concept

Unconditional love, within the corporate environment, requires that managers separate the person from the behavior. (Asking an employee to be responsible and accountable is both acceptable and good as long as we continue to affirm the worth of the person.)

A Key Practice

Groups of fifteen people--composed of both management and production personnel--are to meet weekly for one hour for twelve consecutive week as members of an ARKGroup. The content matter of each meeting will include visioning and problem-solving—following the ARKGroup format. Group rules will include “no blaming of others” and “no discounting of oneself.” (The discussion format will be provided each group.)

Some corporations offer ARK as an employee benefit one or two days a week during the lunch hour. This practice helps elevate company morale, builds relationships, and allows employees to share together over a meal.