As the economy continues to slowly rebuild, I’ve been struck by the culture rebound several companies seem to be experiencing. During the recession, many business leaders chose to neglect or cut back on their culture in order to focus on other efforts. In a few companies, executives choose to continue to invest in their culture and they’re starting to see the pay off.
When people ask me about the best workplaces and what makes them tick, the answers people gravitate most towards are the innovative perks and programmes they use. However, what gets less notice and is possibly more critical are the leadership qualities that makes these programmes successful: courage
I’m reading Delivering Happiness by Tony Hsieh this week, a book about the happiness movement that began with Tony Hsieh and Zappos.com’s culture. The content is brilliant…readable and authentic while informative and thought provoking. And, the ultimate message for leaders couldn’t be more relevant: culture matters. Tony says that the brand success of Zappos is a lagging indicator of its culture,
Next week is the Great Place to Work® Conference in Denver, Colorado. It is always a busy time for me, but an energizing and inspiring one as well. It reminds me of one of the reasons I first joined the Institute. As I sat through my very first presentation about the list-making companies it dawned on me that few companies “fall off” the list because
It has been fascinating to watch the showdown about Wisconsin’s public-employee unions. In our line of work, clients often ask whether a workplace can become great if it has a union. They often assume it’s just not possible, yet there’s ample evidence it can be done.
I can’t tell you how many times I’ve been asked this question or similar ones such as, “Where do I even begin and what’s the return on my investment?” My answer is simple. It’s not rocket science. Desirable relationships in the workplace (those built on trust) aren’t so different than those we desire in our personal lives (also those built on trust).
One of the most important factors in your successfully creating a great workplace is the degree of support you receive along the way. Creating a great workplace doesn’t happen overnight, and your efforts are often met with as many missteps as there are successes. Without someone to be a sounding board, an encourager,
One of the most common questions I get asked about great workplaces is why they do it - what’s the benefit to the business? The best companies have cited a ton of reasons: more job applicants, lower turnover, and better financial performance to name a few. However, one recent example really caught my eye.
This week, Fortune magazine published its 14th annual list of the “100 Best Companies to Work for®” in America. Great Place to Work® Institute is the research and advisory firm that compiles this annual ranking for Fortune, and it is one of the magazine’s best selling annual issues. While the magazine article features a lot