Index
The letter n following a page number denotes an endnote, and the letter f denotes a figure.
Adams, Ron, 21
African Americans. See Black employees; Racial gaps
Age differences. See Generation gap(s)
Anxiety, work-related, 132–133
Arrow, Kenneth, 143
AT&T, 143
Automation, increased, 40–42, 132
Autonomy, employee, 114–115, 145–146, 174. See also Empowering individuals
Baby boomers (“boomers”), 37, 38f, 39f, 97, 101
contrasted with millennials, 36, 38, 98–100, 179
Best Workplaces, 3, 8, 149, 175. See also Great Place to Work–Certified workplaces
defining feature of, 21–22
elevating everyone, 149
employee development and empowerment at, 114, 115, 143, 145
fostering social cohesion, 147
gaps at, 54, 69, 139–140, 199n62. See also Gaps: (even) at Best Workplaces
as Great Places to Work for All, 13
high-trust culture and, 21–23
job stability at, 137
people of color at, 94
research on, 3, 22, 29, 57, 61, 88, 89
Best Workplaces for Diversity, 29
Best Workplaces for Millennials, 99
Best Workplaces for Women, 88, 89
Big data, 43–44
Black employees, 122–123. See also Racial gaps
at NASA, 129–130
Black Lives Matter, 59–60
Brain, two ways of using the, 55
Brand ambassadorship
leader–employee gap and, 84, 84f, 85
Brooke-Marciniak, Beth, 120–121, 140–141, 155, 178–179
Brunner, Heather, 118–119, 172, 176
Business (world). See also specific topics
changes in the last 20 years, 34–35
a new kind of agility, 44–47
Business frontier, a new. See Business (world)
Caring community at work
being part of a, 93–94
building a, 121–124
companies that care, 136–139
CEO Action for Diversity and Inclusion, 123–124
CEOs (chief executive officers), 56, 140. See also Executives
College degrees, requiring job applicants to have, 118
Coming out (of the closet), 120–121, 178. See also Brooke-Marciniak, Beth
Command-and-control culture, 101
Command-and-control model, 44–45
Compensation gaps, 30. See also Gaps; Gender pay gap
Cultural divides, 36
Customer satisfaction, 119
Deloitt, 138
Democracy, workplace, 146
Dialogue, creating a forum for, 122–124
Digitization and heightened digital connectivity, 40, 44
Diversity and inclusion (D&I), 91, 96–97. See also Black employees; Racial gaps
CEO Action for Diversity and Inclusion, 123–124
in the future, 183–184
overview and nature of, 92
Earthquake, Nepal (2015), 138–139
Economic inequality. See Gender pay gap; Inequality
Education. See College degrees; Training and development
Elektro Eletricidade e Serviços, 135, 145
Employee engagement, 85
Employee training and development. See Training and development
Employees. See also specific topics
ability to control their destiny at work, 145–146
high-potential, 46, 74, 115–116
supporting them in times of need, 121–124
Empowering individuals, 144–147. See also Autonomy
empowering all to achieve their personal best, 114–115
opening doors wider to create opportunities for all, 115–124
Ethnicity. See Diversity; Racial gaps; Racial issues
Executive effectiveness fuels revenue growth, 57, 58f
Executive Effectiveness index, 57
Executive teams, 56–57
Executives. See also CEOs female, 88, 89
EY (formerly Ernst & Young). See Brooke-Marciniak, Beth
gaps in, 86–89, 93–94. See also Gaps
Fattorello, Monika, 146
Fernandes, Marcio, 145
Financial growth, 67–69
For All, resistance to, 182
For All culture, xiii, 19, 21, 65, 142, 183. See also Great Place(s) to Work For All
accelerates performance, 24–31
defined, xiii
For All Leader(s), 162
characteristics, 176–177
vs. Good Leaders, 171–172
move beyond the boundaries of business, 178–179
nature of, 174–177
remaining a, 177
why more people are not, 179, 182
For All Leadership Model, 157–159, 161f, 182
For All methodology, 7–8, 13, 27, 28f
For All 100 (top 100 For All organizations), 76, 77f
For All Score, 26, 27, 27f, 76, 142. See also Great Place to Work For All Score methodology
For All standard, 7–8
For All Trust Mindset, 63
FORTUNE 100, 147
FORTUNE 100 Best Companies to Work For, 136–138, 146, 147, 148f, 174–175, 183, 199n62. See also Great Place(s) to Work For All
companies in the list of, 2
employee development and empowerment at, 114, 143
For All workplaces and, 29
gaps in employee experience between groups of people at, 24–26, 199n62
meaningfulness of work at, 125
micromanagement at, 145–146
publication of the list of, 2, 3, 13
ranking of, 26
stock market performance of, 4, 22–23, 76
work–life balance and, 113
Franklin, Benjamin, 53
Gap, wealth. See Gender pay gap; Inequality
Gaps, workplace, 116, 117, 136, 199n62. See also Gender gap(s); Inequality
(even) at Best Workplaces, 24–26, 29, 54, 69, 73, 139–140
benefits (and importance) of closing, 29, 30, 54, 63, 74–77, 81, 82, 83f, 93, 181
critical factors in closing, 79
defined, 73
different groups of employees have different gaps to close, 77–85
largest, 79
leaders vs. individual contributors, 79–80
negative effects of, 25, 53, 54
origins and causes of, 54
and performance, 30, 63, 74–77, 82, 83f, 93, 181
rising inequality brings the world down, 133–134
types/examples of, 25, 53–54, 74, 78, 81. See also Gender gap(s); Gender pay gap; Generation gap(s)
gaps in access to leadership, being treated as valuable contributors, and fairness, 86–89
value of closing, 90–92
Generation gap(s)
closing the, 99–101
key, 98–99
multiple generations can make one great business, 97–101
Genentech, 123
Generation X/Gen Xers, 36–38, 38f, 39f, 97, 179
Glenn, John, 129
GoDaddy, 117–118
GoFundMe, 156–157
Good Leader (Level 4), 171–173
characteristics, 173
leveling up, 173
Gore and Associates, W. L., 125, 146–147
Grant, Adam, 86–87
Great Place to Work (organization)
Bush’s joining, 6
data accrued by, xiv
decades of studying greatness, xiv, 3–5
new era for, 6–8
Trust Index Employee Survey, xiii, 3, 26, 61, 65
Great Place to Work–Certified workplaces, 65, 78. See also specific topics
Great Place to Work For All conference, 2, 46, 110, 121
Great Place to Work For All Score methodology, 76. See also For All Score
Great Place to Work Trust Index Employee Survey. See Trust Index Employee Survey
Great place(s) to work, 156–157, 162. See also specific topics
characteristics and nature of, xiii, 4
leaders creating a, 1–2
managers fostering, 158
Great Place(s) to Work For All, 69, 183, 184. See also For All culture; FORTUNE 100 Best Companies to Work For; specific topics
Best Workplaces as, 13
challenges in building, 115
components of a, 7, 9, 9f. See also specific components
experiences of people who work at, 107
“For All” addition, 63
grow revenue faster, 26, 27, 27f, 28f
helping organizations become, 150
how managers are leading their teams to, 158
leaders’ role in building, 177
most important elements of a, 69–70, 79
portrait of a, 9, 9f, 51–52, 52f
requirements of, 158
respect and, 109
role of, 134–136
Greatness
increasing standards for, 1
a new era and a new definition of, 69–70
Health insurance coverage, 138
Hierarchy of needs (Maslow), 54
High-potential employees (“high-potentials”), 46, 74, 115–116
High-trust culture(s), 22–23, 23f, 63, 66, 78, 94, 113, 142, 157. See also Trust
business benefits of, 22
how to build, 62–63
is becoming critical for success, 19–26
millennials and, 100
nature of, 22
and performance, 22–24, 23f, 77
High-trust executive teams, 56
High-trust hospitals, 23–24, 25f
“Hired hearts,” 69
shift from “hired hands” to “hired heads” to, 43, 45
Hit-or-Miss Leader (Level 2), 166–167
characteristics, 167–168
leveling up, 168
Hospitals
in FORTUNE 100 Best Companies to Work For, 22–23
Housekeepers, treated like heroes, 108–112
Human-centric workplace, 107–108
shift from a knowledge economy to a, 107
Human potential, 52
maximizing, 5, 7, 51–54, 61, 69, 70, 75. See also specific topics
meaning of, 52–53
wasting, 134–135
Humanization of work and increased humanity, 41–43
Hyatt Hotels Corporation (Hyatt), 42–43, 74–75
Hyperconnectivity, 44
“I can be myself here,” 120. See also Coming out
Imira, Diishan, 156
Inequality. See also Fairness; Gaps
bringing the world down, 133–134
Innovation, 63–67
Involve-everyone agility, 45–46
Job insecurity, 132
Job-level gaps
fairness, communication, and meaningful work, 80–82
value of closing, 82–85
Johnson, Katherine, 129–130, 150
Kalanick, Travis, 33, 34, 40, 48, 164
Kamel, Fawzi, 48
Kerr, Steve, 20–21, 67, 75, 155
Knowledge workers, 42
Lacob, Joe, 30
Layoffs, 132
Leader–employee gap
influence on retention, brand ambassadorship, and productivity, 84–85, 84f
influence on revenue, 83–84, 83f
Leaders. See also Leadership levels
attitudes toward employees, 108–109
female, 87–89
at FORTUNE 100 Best Companies to Work For, 146, 175
Leadership effectiveness, 55–58
Leadership levels, 100, 160f, 161, 162–163
Level 1: The Unintentional Leader, 163–167
Level 2: The Hit-or-Miss Leader, 166–168
Level 3: The Transactional Leader, 168–171
Level 4: The Good Leader, 171–173
Level 5: The For All Leader, 174–177. See also For All Leader(s)
LGBTQ employees, 121, 178. See also Brooke-Marciniak, Beth; Sexual orientation
Liderman, 144
Managers. See also Leaders
importance of having great, 158
mid-level, 81
Marriott, Bill, 110
Marriott International, 109–112, 141, 170. See also Ritz-Carlton
Maslow, Abraham H., 53, 54, 149
Maximizing Human Potential. See Human potential: maximizing
Mayvenn, 156
Meaningful work
job-level gaps and, 80–82
millennials and, 5, 26, 35, 98, 124
and our shared quest for meaning, 124–126
Menon, Rajeev, 141–142
Micromanagement, 145–146, 174. See also Autonomy
Millennial leaders, 100
drop in work experience when they reach executive level, 37–38, 38f
Millennial retention, 38, 98, 99
Millennial turnover, 38–39, 39f, 100
cost of, 100
contrasted with baby boomers, 36, 38, 98–100, 179
contrasted with Gen Xers, 36–38
creating a great workplace for, 100
meaningfulness of their work, 5, 26, 35, 98, 124
values, standards, and expectations, 37, 38, 82, 183
Motivation, a better view of, xi–xiv
NASA (National Aeronautics and Space Administration), 149–150
African American employees at, 129–130
Nepal earthquake (2015), 138–139
Neuroscience, 55
100 Best Workplaces for Women. See Best Workplaces for Women
Organizational culture, 1–2. See also For All culture; High-trust culture(s); specific topics
“People First” philosophy (Marriott), 141
Prosperity, 144–145
shared, 142–144
Purpose and pride in one’s work, sense of, 98. See also Meaningful work
Purpose gap, 98
PwC, 122, 178. See also Ryan, Tim
Racial gaps, 92–93. See also Black Lives Matter
gaps in fairness, responsibility level, and being a part of a caring community, 93–94
influence on retention, brand ambassadorship, and productivity, 95–96, 95f, 96f
value of closing, 94–97
Racial issues, 122–123. See also Black employees; Diversity
Recreational Equipment, Inc. (REI), 125
Recruitment, 118
Respect. See also specific topics
belief that all employees deserve, 109
challenges presented by the idea of, 109
defined, 109
etymology of the word, 109
ripple effect of, 112–114
Responsibility, racial gaps in levels of, 94
Retention. See also Millennial retention; Turnover
leader–employee gap and, 84, 84f
Robbins, Cindy, 91–92
Ryan, Tim, 122, 140–141, 155, 167, 178, 179
Safety at work, cleaning up, 135
Salaries. See Gaps; Gender pay gap
Sandberg, Sheryl, 86–87
Schweitzer Engineering Laboratories (SEL), 126
Science, engineering, and technology (SET) industries, 116
Scott, Michael, 166
Self-actualization, 53, 54, 149
“Sense and response” form of leading, 45
Seppala, Emma, 65–66
Sexism, 33, 87. See also Gender gap
Sexual harassment, 33, 34, 40, 164
Sexual orientation, 140, 142. See also LGBTQ employees
Social changes and the need for a new way of doing business, 35–40
Social cognitive system, 55
Social media, 33, 39–41, 59, 85, 120
Soloman, Ron, 157
Sorenson, Arne, 110
Souza, Josiane, 145
Souza, Tiago, 145
Spend shift, 36
Stephenson, Randall, 46–47, 59–60, 143, 155
Stress, work-related, 132–133
Sustainable growth rate, 68
TDIndustries, 174
Teal (stage in human development), 149
Technology changes, 33
and need for a new way of doing business, 40–46
Terkel, Studs, 106–107
Torfs, 138–139
Training and development, 114, 116, 118–119, 143, 145
Transactional Leader (Level 3), 168–170
characteristics, 170
leveling up, 171
Transparency tools, 41
Trust, 167. See also High-trust culture(s)
dimensions of, 109
drives millennial retention, 39, 39f
a foundation of, 61–63
fuels performance, 21–24
“high-radius,” 143
rebuilding, 148
Trust-based relationships, 22, 109
Trust Index Employee Survey, 3, 26, 38f, 58f, 61, 65, 66f, 83, 84f, 85, 94, 96f
Trust Mindset. See For All Trust Mindset
Turnover. See also Millennial turnover; Retention
in high-trust cultures, 23, 24f
Uber, 164
historical perspective on, 33–35, 48–49
problems with, 33–34, 39–40, 48–49, 68, 164
public opinion regarding, 33
social media and, 33, 39, 40, 164
Travis Kalanick and, 33, 34, 40, 48, 164
Unintentional Leaders (Level 1), 163–164, 166, 167
characteristics, 164–165
leveling up, 165
U’Ren, Nick, 75
Value and values, 58–61
consumers seeking, 36
Van Goethem, Isabel, 138–139
Vitale, Nancy, 123
von Braun, Wernher, 130–131
W. L. Gore and Associates, 125, 146–147
Wealth. See Prosperity
Wealth inequality. See Gender pay gap; Inequality
Wilkinson, Richard, 133–134
Women. See also Gender gap(s); Gender pay gap; Sexism
Best Workplaces for Women, 88, 89
science, engineering, and technology (SET), 117, 118
Women-led organizations, 87–89
Work–life balance, 113
is not a “woman’s issue,” 89–90
Workplace gaps. See Gaps
WP Engine, 118, 119, 172–173, 176
Zak, Paul, 113