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Posted: 1/28/2026 Teacher retention is often treated like a pipeline issue—advertise more, recruit harder, offer signing bonuses, repeat. But the strongest body of evidence says the “revolving door” is largely driven by conditions of work : organizational support, leadership, time, autonomy, and whether the job is sustainable. In other words, teacher retention is a thriving  problem—about whether educators can do meaningful work without chronic depletion. Why does this matter

Posted: 1/28/2026 In the fiscal landscape of 2025, the boundary between organizational psychology and corporate finance has effectively dissolved. We have reached a definitive turning point where the psychological state of the workforce is no longer a "soft" HR variable, but a primary fiduciary imperative. For the modern C-suite, employee thriving has emerged as the most reliable leading indicator of long-term valuation and systemic resilience. To thrive is to operate within

Most leaders already feel  the truth: when a team is energized, growing, and supported, work improves. Fewer problems get hidden. Customers notice the difference. Innovation shows up more often. And the organization becomes more resilient when the market shifts. What’s changed in the last couple of years is that we don’t have to treat this as intuition anymore. The data is increasingly clear: workplace thriving is a measurable business strategy , not a “nice-to-have” culture