The fabric of performance outcomes is interdependent on employee, task, and environment. Quality performance is the result of an environment supporting employees engaged in roles that are meaningful to them through work tasks that satisfy both their and the employer mission.


There are two overarching roles in the workplace: the leader and the employee.

Gallup’s How Millenials Want To Work And Live shared the “Big Six” changes workplace leadership needs to make. The adjustment is from an ‘old will’ culture to one with a ‘new will’.

Graph from Gallup abridged .pdf version, How Millennials Want to Work and Live
Graph from Gallup abridged .pdf version, How Millennials Want to Work and Live


The ‘new will’ or future culture is one that meets contextual factors, including customs, beliefs, activity patterns, and behavior standards. Additionally, expectations is a factor that involves being accepted by the culture, so workplace or society. Personal context thrives with design thinking.

In 2008 this study estimated that 15% of college students were hypersensitive. These students are under workplace leaders today. Those leaders who encourage a beginner mind provide a ‘new will’ culture that meets the needs of hypersensitive individuals. Beginner mind initiates a design-thinking path for identifying contextual variances and similarities. Contextual awareness fosters coach-ability and acceptance to self-advocate purpose, development, and life directives.


A common phrase after a workout is, “It’s done!” This implies the workout was effortful – perhaps, requiring exerted power in both mind and body.

Mental health is the leading concern in America’s health care system. Physical health is linked to mental health and overall performance. Task choices including how, who, when, and where to allocate time, effort, and finances demonstrate mental and physical health performance goals. Day-to-day tasks reflect health awareness. The stimuli involved in tasks significantly impacts satisfaction, health, and the ability to perform in daily routines and activities.

A study on 204 adults validates task choices do identify when unreliable behaviors are present.  Over-vigilant tasks were added to the original task to compensate mental and physical insatiability. Additional resources were necessary and the outcome was disrupted performance. Stimuli prompts behaviors including motivation, fear, confidence, irritability, and creativity. Sensory awareness fosters the capability to stimulate satisfaction resulting in best performance outcomes.


The person-environment approach to employee satisfaction and performance is often discussed in work literature. Often the environment gets the blame for performance defeat.

People create living environments to empower a variety of performances – cooking, sleeping, entertaining, working, romance. This can be done in a household of one or three. Doing so in a businesses with five, 100 or over 5,000 employees may appear impossible.

Awareness of contextual and sense factors lead to identifying the best environment empowering performance. ‘New-will’ leadership is rewarded with improved performance outcomes. Changes to the design of a space or number of people sharing a space is secondary to the best telecommute space, type of clothing, or technology implemented. Environment impacts the ability to apply sensory and contextual strategies for empowering performance.


Incorporate person-task-environment performance in your business today by scheduling a group package today.