On the other hand, support-and-thrive organizations may seem like they’re taking the longer route to success — focusing on empathy, collaboration, and growth. But over time, it becomes clear that this route leads to higher profitability, stronger teams, and a legacy of resilience.

The Perform or Die Approach

Imagine working in a place where every move you make feels like an audition. Your performance isn’t just measured — it’s scrutinized. If you hit your targets, you’re praised. If you miss them, even by a small margin, you’re immediately on thin ice. These organizations thrive on constant performance reviews, intense competition, and a fear-based mindset that says: if you’re not the best, you’re expendable.

At first, this model can yield impressive short-term gains. Employees push themselves to hit quarterly goals, driven by the fear of failure. Accountability is clear and direct — there’s no room for ambiguity. Metrics are everything, and leaders make sure those numbers are met, regardless of the toll it takes on their people.

But here’s the reality: humans aren’t machines. Burnout isn’t a minor side effect — it’s a culture killer. High-pressure environments may produce short bursts of productivity, but over time, they become unsustainable. Talented employees leave because they feel undervalued and overworked. Those who stay often fall into cycles of burnout and disengagement. And when the best talent walks out the door, it’s not just a loss for the team — it’s a loss for the entire organization.

Companies that adopt perform-or-die tactics also run the risk of damaging their reputations. Potential hires take notice, reading reviews and talking to insiders. A toxic work environment can quickly become public knowledge, making it harder to attract top talent and customers who value ethical business practices.

The Support and Thrive Approach

Now picture a different kind of workplace — one where leaders empower their teams instead of intimidating them. Here, performance isn’t driven by fear but by a shared sense of purpose. Employees know they’re supported, not just when they succeed but also when they stumble. Mistakes are treated as learning opportunities, not career-ending events.

In support-and-thrive organizations, leaders practice empathy and foster collaboration. They co-create goals with their teams, ensuring alignment and ownership. Psychological safety is a top priority, allowing people to speak up, share ideas, and even admit failures without fear of punishment. This sense of safety fuels innovation. When employees feel valued and secure, they’re more likely to take smart risks and propose creative solutions.

Take Adobe, for example. Their “kickbox” innovation program is designed around the idea that employees should be free to experiment, fail, and try again. This kind of approach isn’t about hitting every goal perfectly — it’s about fostering an environment where breakthrough ideas can emerge. Contrast that with organizations that fire employees at the first sign of underperformance, and it’s easy to see which culture will produce more innovation over time.

Support-and-thrive companies also tend to have stronger employee retention. When people feel invested in, they stick around. They become brand ambassadors, not just for the company’s products but for its culture. This reduces turnover costs, which can be as much as twice an employee’s annual salary when you factor in recruitment, onboarding, and lost productivity. And retention isn’t just about saving money — it’s about building a legacy of expertise and trust that compounds over time.

Profitability: The Long Game vs. the Short Sprint

The data tells a compelling story. Research from Gallup shows that engaged employees are 21% more productive and 17% more profitable than their disengaged counterparts. When people feel connected to their work and valued by their leaders, they don’t just meet expectations — they exceed them.

Companies that prioritize support and empathy — like Salesforce, Zappos, and Patagonia — have shown that profitability and people-centric cultures aren’t mutually exclusive. In fact, they reinforce each other. These organizations have consistently outperformed their peers, not just because they care about culture but because they’ve built their business models around the idea that thriving employees lead to thriving businesses.

On the flip side, perform-or-die companies may experience short-term surges in profitability, but the hidden costs of turnover, recruitment, and brand damage erode those gains. And when a company’s reputation takes a hit, it can lose customers and partners who don’t want to associate with a brand known for burning through its people.

The Human Element: A Competitive Edge

The modern business landscape is changing. Consumers and employees alike are holding companies accountable for how they treat people. In industries driven by innovation, adaptability, and purpose, the companies that create human-centric cultures are the ones that win.

Support-and-thrive organizations understand that their people are their greatest asset. They don’t just pay lip service to empathy — they embed it into every part of their operations, from onboarding to performance reviews. They create environments where employees feel seen, heard, and supported. And in return, those employees become more engaged, more innovative, and more productive.

The Final Verdict

So, which model is more profitable? The answer is clear. While perform-or-die tactics might boost quarterly numbers, they come at a cost that’s hard to recover from. Support-and-thrive cultures, on the other hand, build profitability that compounds year after year.

In today’s purpose-driven market, empathy isn’t just a nice-to-have — it’s a competitive advantage. The companies that understand this will not only survive — they’ll thrive.

Leaders should take a moment to reflect on their company’s culture. Are they fostering a supportive environment where employees can grow and innovate, or are they creating a pressure cooker of fear and burnout? By making empathy a cornerstone of leadership, organizations can not only increase their bottom line but also create a lasting, positive legacy.