The business leader's guide to creating a great workplace fromthe Great Place to Work Institute
In this follow-up guide to The Great Workplace, expertsfrom Great Place to Work® Institute, Inc. reveal the mostcommon excuses managers use for why they can't create a greatworkplace. Authors Jennifer Robin and Michael Burchell poke holesin every single excuse. Whether the reasons involve theorganization's leadership, employees, environment, or any otherfactor, the authors explain that if managers lead peopleproperly, they can create a great workplace. The authors explorehow managers can interrupt their own negative thought patterns andinstead create lasting change, and they describe how greatworkplaces have surmounted very real difficulties with aplomb.
- Includes case studies, stories, tips, and tools for managerswho want to transform their organizations
- From the experts at the Great Place to Work, a global research,consulting, and training firm that operates in nearly 50countries
- Proves that any and every organization can change for thebetter when managers have the right tools and mindset
Creating a place where people want to work and want to succeedis the primary key to success for every manager. No Excusesshows that managers in any organization can transform theirworkplace—if they'll only get out of their own way first.
|Product dimensions:||6.20(w) x 9.10(h) x 0.90(d)|
About the Author
JENNIFER ROBIN, Ph.D., is a research fellow at Great Place to Work® Institute. A former consultant with the Institute, she led the Advisory Practice, helping senior leaders integrate their organization's culture with its strategy and aligning efforts to be a great workplace. Currently, Jennifer teaches in undergraduate, MBA, and professional programs in the Foster College of Business at Bradley University. She lives in Peoria, Illinois.
MICHAEL BURCHELL, Ed.D., is vice president, International Operations at Great Place to Work® Institute, Inc. A member of the corporate management team, Michael oversees affiliate operations, global expansion efforts, and the business development of multinational clients across the Great Place to Work network. Previously, Michael led consulting services for the Institute in the United States. He also co-owns and is a director for Great Place to Work® Institute in the United Arab Emirates, in Dubai. He is based in Washington, D.C.
Table of Contents
Foreword by Amy Lyman ix
Introduction: Creating a Great Workplace 1
1 The Anatomy of an Excuse 9
2 I Think [Like a Great Workplace Leader], Therefore I Am [aGreat Workplace Leader] 25
3 We Are What We Repeatedly Do 45
4 I Didn’t Have Enough Time to Do It Right 65
5 That’s Just Not My Job 85
6 My Industry Is Different 105
7 It’s Just Not the Right Time 127
8 I’d Be a Great People Manager if It Weren’t forAll the People 149
9 My Boss Ate My Homework 169
10 The “One Rule” for Excuses 187
About the Authors 205