In the words of Henry Albrecht, founder of Bellevue-based employee-experience firm Limeade, the company’s most formidable competitor is, “the status quo: companies that don’t believe they need to invest in the well-being of their people.”
Accordingly, Limeade’s website describes the firm’s direct service model as, “nurturing whole-person well-being.” It’s a feat the firm accomplishes using a proprietary, science-backed methodology-and-assessment tool jointly designed in 2006 by Albrecht and Dr. Laura Hamill, who later joined Albrecht at the company. This assessment tool is still in use at Limeade today, driving data through the company’s own immersive engagement platform, both used by Limeade customers to, “help people reconnect to what motivates them in their job.”
The firm’s methods and technology also are backed by findings from the Limeade Institute, which conducts research, establishes market points of views, and keeps a pulse on the latest trends. According to Albrecht, “Limeade translates this research into actionable strategies and product enhancements that strengthen, evolve, and measure the impact of employee engagement programs.”
At the core, the two principals — both unsuspecting victims of corporate burnout and career disillusionment — have the desire to make winning at work more about the essence of what matters and less about the path. They met by happenstance in a coffee shop, and after comparing notes and passions, promised to join forces and “create a different kind of company that would measurably improve well-being in the world.”
They planned to call the company Limeade, because it would be something refreshing, real, and positive.
Today, Limeade works only with corporations serving 10,000 or more employees that have a sincere interest in transcending traditional human resource solutions and improving real employee engagement. “We define this feeling as a deep sense of commitment and purpose that makes an employee want to go the extra mile,” Albrecht said. “We’ve named them ‘Changemakers,’ the bold and brave, relentlessly optimistic employees that care deeply.”
Both Albrecht and Hamill feel Changemakers within an organization believe “anything is possible, and when they see a problem, they take action.” And, action is one of the most defining characteristics of the Limeade model. Albrecht said Limeade strives to, “enable employees, managers and leaders to take action to improve employee engagement now, building well-being into the daily flow of work for everyone.”
The second defining pillar of the Limeade model is organizational support. According to Albrecht, “We help employers show an authentic commitment to support the employee’s whole-person well-being (physical, emotional, financial, and work), and this means connecting engagement programs to strategic business imperatives, then coaching managers to ask employees, ‘How are you — really?’”
How can other business owners mix a little Limeade into their day-to-day?
“Don’t let the market define you,” Albrecht said. “Never waiver from the mission you set on day one, and seek out employees, customers, and partners who believe anything is possible.”