Is Hope Fluffy? Or Is It a Legitimate Leadership Strategy?
What if hope wasn’t wishful thinking, but a catalyst for how we can lead better, work better, and live better?
Hope isn’t soft. It’s strategic. It’s the force that carries us when obstacles feel overwhelming. Without it, motivation fades, performance suffers, and wellbeing takes a direct hit. Conversely, when hope is present, people persist longer, think more creatively, and are more likely to thrive.
Hope isn’t “fluffy.” It’s an underused leadership strategy. Let’s take a look at why that’s the case, particularly in relation to workplace wellbeing.
The Research: Hope as a Science
For too long, workplace wellbeing has focused on “fixing,” zeroing in on what people are doing wrong, telling them what they’re not doing enough of, or scaring them with what they should be doing more of. But science tells a different story. Real change doesn’t come from scrutinizing our shortcomings or using fear to motivate. It comes from activating what is already strong within us and instilling hope.
Or, put another way: Real change begins when we start with what’s right, as opposed to what’s wrong. One of the best examples of this is Dr. Dean Ornish’s Program for Reversing Heart Disease, which challenges the longstanding “make these lifestyle changes—or else you will die” approach in working with post-cardiac patients. Instead of leveraging fearmongering, Dr. Ornish and his team have leaned into hope and optimism. They’ve replaced “do this or else” language with hopeful phrases such as “embrace life,” “love your life,” and “get living.”
So, what’s the difference? Massive. The classic, fear-based approach results in one-year compliance rates for only 10% of post-cardiac patients. Compare that with Dr. Ornish’s hope-based approach, which has been shown to result in astounding three-year compliance rates for 85-90% of post-cardiac patients!
Sixty years ago, Don Clifton, the former CEO of Gallup and the Father of the Strengths Movement, asked a simple question: "What would happen if we studied what is right with people versus what is wrong with people?" That single insight reshaped leadership practices globally and continues to fuel engagement and performance. Perhaps hope begins here, grounded in the belief that what is strong can be built upon.
Barbara Fredrickson, researcher and author of Positivity, found that positive emotions, steeped in hope, expand our capacity to think creatively, connect more deeply and solve complex problems. Moreover, she discovered that positivity not only boosts health but also changes the way the brain works. We see more possibilities. We collaborate more effectively. We take smarter risks.
All of these findings point to a simple truth: Hope is not wishful thinking; it is a practice that helps employees overcome obstacles and reach goals. And, yet…
The Reality: A Hope Deficit at Work
There is a hopelessness epidemic at work, according to a recent O.C. Tanner survey of nearly 39,000 employees, leaders, and HR practitioners across 23 countries. Barely half of employees feel hopeful about the future of work, and 35% feel depressed about it.
The hope deficit is real, and leaders can’t afford to ignore it. A recent SHRM survey found that employees whose managers have a negative impact on their mental health are two times less likely to say they believe in the mission of their organization.
Meanwhile, the data is out on just how much people are craving more hope, especially at work. According to the 2025 Gallup Global Leadership Report, the number one thing that employees want most from their leaders is hope. Secondly, they’re looking for hope’s cousins: trust, compassion, and stability.
When employees feel hope, they feel positive about the future and about their ability to move toward it. In a time of unabated levels of uncertainty, rapid change, and burnout, hope matters more than ever. It is the very thing people need to thrive: A belief in a better future.
Closing the Gap through Hope
Hope isn’t soft—it’s a strategy, and it has the power to drive the wellbeing outcomes we’re fighting for.
Hope is a dominant human need and motivator, with 56% of hope-centric attributes tied to positive leadership, according to research conducted across 52 countries. (Gallup)
When hope increases, thriving rises to 38%, and suffering dips to 6%. (Gallup)
There’s a direct correlation between employee wellbeing and an organization’s financial success. Companies with higher wellbeing scores consistently achieve greater valuations, higher profits, and superior returns on assets. (University of Oxford)
Though we have mastered efficiency and productivity, many workplaces are experiencing a hope deficit. And it is not limited to one group. This sense of overwhelm and hopelessness shows up at almost every level of the organization.
The good news is that we can design hope into the systemic culture itself — not as a perk, but as a practice. And, we can inspire, empower and equip our leaders, especially managers, to lead us forward through hope.
Join me for a powerful conversation with Jen Fisher, Founder and CEO of The Wellbeing Team, global expert on workplace wellbeing and hope strategy, bestselling author, and Deloitte’s first-ever Chief Wellbeing Officer. We will explore how leaders can ignite a sense of hope, belonging, and human connection.
How Leaders Can Multiply Hope
“Hope is the greatest thing on our planet. The strongest thing we can do is give hope to others.”
— Scott McGohan,
former CEO of McGohan Brabender and co-founder of One Morning
We can strategically leverage hope in our leadership by focusing on what’s right and on the promise of tomorrow.
Here’s how you can start with my Multiplier Method:
DO: Look for ways to shape the conditions around your team so they can do their best work. Ask yourself: What barriers can I remove? What strengths can I amplify? What opportunities can I create that help people feel energized, capable, and hopeful about what’s ahead?
SPEAK: In your team meetings and one-on-ones, practice naming three good things — three moments of progress, three strengths you’ve noticed, or three contributions that matter. This small but powerful ritual trains the brain toward what is working and fuels a shared sense of momentum and hope.
CREATE: Psychological safety is hope in action. It tells people they can take risks, stretch, and grow. Leaders create hope every time they respond constructively to mistakes, celebrate learning, and encourage experimentation.
Leaders, especially managers, are our greatest hope for workplace wellness to succeed. Each manager has the power to shape a culture of wellbeing within their team.
BIG ANNOUNCEMENT:
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When you sign the pledge, you’ll unlock learning and inspiration throughout 2026. Together with our partners, we’ll guide you through opportunities to learn, connect, and put wellbeing into action.