Over the past year, I’ve had the privilege of working with a company, focusing on people development. One of the key initiatives we’ve implemented is a series of development workshops designed for employees who show promise and a desire to grow within the company.
These individuals, whether assistant managers, shift leaders, or standout team members, have been identified as having the potential to take on more responsibility.
The goal of these workshops is simple: build a strong bench of future leaders. We want to give employees the tools, skills, and confidence they need to step up into bigger roles. Investing in people development, when done right, yields incredible returns—not just for the company, but for the individuals themselves.
During these workshops, we cover topics like communication, leadership, and success strategies—essential skills for anyone looking to grow professionally. But more than just lessons, these sessions are interactive, full of discussions where attendees share experiences, ask questions, and learn from one another. And as any trainer knows, spending a full day with a group like this gives you a strong sense of their potential. Some people stand out immediately, showing great promise. Others… well, you sometimes wonder how they make it through the day!
One of the most important sessions we hold is about company culture. We dive into the company’s vision, goals, and values—not just as abstract concepts but as guiding principles for daily behavior. What I’ve found, time and time again, is that many employees have never really engaged with these ideas. Sure, they may have skimmed over them in the employee handbook on their first day, but no one has ever truly walked them through what the company stands for and why it matters.
It’s easy to question whether this kind of discussion really makes an impact. Do employees actually care about company values, or are they just here to do their job and go home? But then, moments happen that remind you why this work is so important.
Just the other day, I heard about a lead employee who attended our last workshop. She reached out to her manager, asking what she needed to do to move up in the company. She said that the conversation about company values really resonated with her and made her see her job as more than just a paycheck—it became a potential career.
That’s the power of culture. If you want to build a strong, engaged workforce, you have to teach people what your company is all about. Employees need to understand the vision, values, and direction of the organization. I learned this firsthand early in my career at Spartan Food Systems, (which was led by Jerry Richardson), where we had a “Mission 2000 Statement.” That statement was so ingrained in our daily work that, even now—over 20 years later—I can still recite it word for word.
Retention and engagement don’t always come from big financial investments. Sometimes, it’s as simple as reinforcing your values in meetings, incorporating them into speeches, or displaying them prominently in the workplace.
In today’s competitive environment, you must “sell” your company to your employees every single day. Show them why it’s a great place to work—so much so that they won’t even entertain the thought of leaving.
Prime Leadership & Development 