Building a culture that compels

By Dani Sheehan. 

Intentional leadership is the playbook for turning good employees into great ones. 

At the International Pool, Spa, Patio and Decking Expo (PSP/Deck Expo) this year, five-time Pro Bowl safety and three-time NFL Super Bowl Champion Darren Woodson shared how the culture of excellence that fueled his success on the field also translates to business. His message challenged leaders to evaluate what type of employees they’re hiring, and what kind of culture they’re creating. 

The four types of employees  

Woodson outlined four categories of employees found in nearly every organization: content, compliant, committed and compelled. Understanding the difference is the first step in developing teams that thrive. 

1 – Content. These employees show up, complete their tasks and collect their paycheck. They meet expectations but rarely exceed them. While being content isn’t inherently negative – everyone experiences seasons of simply getting by – remaining in this state for too long can lead to complacency. Over time, contentment without growth can slow momentum for the entire team. 

2 – Compliant. Compliant employees perform well when given directions but lack the initiative to move forward independently. They need structure, supervision and encouragement. Leaders who invest in their development can often help compliant employees become more engaged, but without that guidance, they may never tap into their full potential. 

3 – Committed. These are the dependable performers – the people who consistently deliver, take pride in their work and contribute to the company’s success. They’re loyal, accountable and steady, helping to maintain the organization’s rhythm and reliability. 

4 – Compelled. The compelled employee is a difference-maker. They’re driven by purpose and take ownership of both their work and the company’s mission. They go beyond assigned tasks to improve systems, strengthen relationships and raise the bar for those around them. Compelled employees are the ones who inspire a culture of excellence. 

Creating a compelled work environment 

In today’s workforce, where labor shortages and high turnover are constant challenges, building a compelled workforce can set your business apart. But it doesn’t happen by accident. 

According to Woodson, compelled people develop through consistent habits and intentional leadership. He shared that his own routine begins the same way every day: an early workout to strengthen his own discipline and mindset before the day begins. That same sense of accountability then carries into his professional relationships. Small gestures, like remembering an employee’s birthday or acknowledging their child’s milestones, demonstrate his care and attentiveness to his team.  

To attract compelled employees, leaders must model the behaviors they hope to see. That means showing up early, keeping promises, communicating clearly and following through. A culture of accountability starts with consistency and recognition, both of which build trust and pride across a team. 

Moving from committed to compelled 

Every employee, and every business owner, has the capacity to move from committed to compelled. Start by establishing routines that reinforce reliability and focus. Create open spaces for feedback and professional growth. Encourage initiative by rewarding problem-solvers and celebrating innovation.  

As Woodson emphasized, compelled cultures create environments where people want to stay, grow and contribute. 

Ask yourself: What are you doing today to build a culture that compels? The answer might just determine how your business will grow tomorrow.