Index

A

absenteeism, 17, 55–56

abundance, sense of, 3, 7–9, 11–12

creating, 11–12

definition of, 7

from job/employee match, 134–135

accountability, 26–27, 48, 62

in global work, 79

Hollywood Model and, 72

of leaders, 148, 200

for workspace use, 109

Achor, Shawn, 49

action plans, 183

adaptability, 173

adult-to-adult model, 10, 49–50

advancement, career, 124–126

agency, 200

Alfred P. Sloan Foundation, 48, 125

alienation, 16–18, 55

alignment, 11–12

with culture, 163–178

with diversity, 119–127

generational differences and, 113–118

with global work, 75–85

for impact, 197–198

with leaders, 141–150

with the nature of the work, 65–74

with performance, 129–140

with teams, 151–161

with technology, 87–101

with work environment, 103–112

Allegiant (Roth), 107

amenities, 36

American Psychological Association, 13, 57

Argyris, Chris, 155

arousal, 51–52

Ask the Children (Galinsky), 122

assumptions, 155–157

authority, breakdown of, 30

autonomy. See self-determination

B

baby boomers, 115–118

background and problem statements, 182

balance, integration vs., 3, 4–5, 12

Bargh, John A., 106

“Be Here Now” movement, 97–98

benefits, 33. See also work-life supports

establishing clear, 148

examples of, 34–37

international differences in, 75–76

“Best Companies to Work For” list (Fortune), 37, 56–57

“Best-Performing CEOs in the World, The” (Hansen, Ibarra, & Peyer), 125

bias, 125–126

biocracy, 18

biopower, 18

blind spots, 153–155

Bloom, Nicholas, 131

boards, 195

boundary management, 5

generational differences in, 1134

relationships and, 26–27

technology and, 25–26, 97–98

brands, 169

Breakpoint and Beyond (Land & Jarman), 187–188

Brondel, Andrew, 47

Brummel, Lisa, 47–48, 60–61, 115

business case, 181–186

business drivers, 21–22

business literacy, 3, 77–78

buy-in, obtaining, 183–184

BYOD (bring your own device), 91, 94

C

call centers, 174–175

capacity, sense of, 3, 11–12

flexibility and, 73

perceptions of demands and, 6

change

aligning for impact, 197–198

choosing wisely, 29–30

cultural, 170–171

dissatisfaction leading to, 188–189

driven by millennials, 114–115

engagement in, 190–191

executing, 30–31

formula for, 187–190

knowledge in creating, 189, 190

leading for, 187–198

measuring impacts of, 194–196

pace of, 197

perceived costs of, 190

process of, 191–193

readiness for, 185–186

stakeholders and, 183–184

supporting through actions, 193–194

child care, 13, 15, 34

guilt over, 122–123

on-site, 68

working from home and, 132–133

choice, 9–10, 12

number of choices in, 29–30

technology and, 91

Christensen, Kathleen, 125

Clark, Richard T., 48

Clifton, Jim, 11

cloud computing, 94

coalitions, 26–27, 148

cognitive complexity, 23–24

collaboration, 21–22

change and, 191

in global work, 80

individual work and, 52, 70

skill development in, 135–137

virtual, 80

Coming Jobs War, The (Clifton), 11

commitment, 12, 50

modeling, 53–55

of teams, 160–161

“common enemy phenomenon,” 159–160

communication, 21–22

about change, 192–193

creating sense of abundance through, v7–8

e-mail, 25

in global work, 78–79

by leaders, 149–150

of organizational memory, 29

preference for face-to-face, 172

relationships and, 152–153

skill development in, 135

technology and pace of, 89–90

trust and, 157

communities of practice, 148

community contributions, 15, 36

cultural differences and, 166

leaders and, 143

compartmentalization, 5

competition, fragmentation of, 27

compressed workweeks, 37

Conference Board, 195

conflict, 158–160

consistency, 150, 173

consulting businesses, 27

context, 3, 191

control, 12

core values, 113

Cornell, Laura, 23

cost reduction, 21–22

creativity

food/drink and, 106

happiness and, 49–50

sense of abundance and, 8–9

spaces for, 107

in work flexibility solutions, 67–72

criteria, 182

culture

alignment with, 163–178

external, 163–167

organizational, 38, 108, 168–178

leaders in, 143–144

sensitivity to differences in, 76

Curtis, Jamie Lee, 23

customer-facing work, 70

customers, diversity among, 113–114

customer satisfaction, 59

D

decision making

algorithm-assisted, 92

conflict in, 158–159

context for, 3

in creating abundance, 7–8

demands for speed and, 24–25

diversity in, 113

person-centered view of, 19–20

respect for employees in, 10

70/7 rule for, 184–185

too many choices in, 29–30

vision shaped by, 187–188

demands, 11–12

abundance and, 8–9

flexibility and, 73

fulfilling work and, 11

overwork and, 22–23

perceptions of capacity and, 6

Deming, W. Edwards, 24

Deming Cycle, 24

demographic changes

aging employees and, 28–29

generational differences and, 113–118

life course needs and, 5–6

recruitment/hiring and, 58–59

social networking and, 81

Denison, Dan, 173, 176–178

DePree, D.J., 16, 20

deskilling of production, 16

development planning, 137–138, 148, 149

Diamond Pet Foods, 47

differentiation, 59

digital natives, 113–114

discipline, 131–132

dissatisfaction, 188–189, 190

distractions, 47–48

diversity, 119–127

benefits of, 113–114

cultural, 163–167

gender, 120–127

programs supporting, 120–121

downtime, 25

Drucker, Peter, 52, 95, 141, 142–143

Drucker Institute, 18, 48, 59–60, 135–136, 146

Durkheim, Emile, 19–20

E

Economist, The, 92

education, 35, 76–77

development planning, 137–138

skill development and, 135–137

in technology, 91

ElsaCo, 41–42

Ely, Robin, 125

e-mail, 25, 98, 152–153

employees. See also recruitment and hiring

alienation of, 16–18

development planning for, 137–138

match of jobs with, 133–135

maturity levels of, 131–132

multifaceted nature of, 16, 20

partnerships with, 29

person-centered view of, 19–20

engagement, 12

in change, 190–191

commitment and, 53–55

fun and, 53

happiness and, 50

international levels of, 17

productivity and, 49

of remote workers, 131

sense of abundance and, 7–8

technology and, 97–98

work-life supports and, 45–48

environment. See culture; workplace environment

equity vs. equality, 67, 84

ergonomics, 43

Etsy, 140

execution, strategic, 30–31

exit interviews, 195

expectations, 77–78

in culture, 174–178

technology and, 97–98

for workspace use, 108

expense policies, 90–91

F

Facebook. See social networking

failure, 157–158

setting up employees for, 22–23

fairness, 84

family life

child care and, 13, 15, 34, 68, 122–123, 132–133

flexible work schedules and, 37–38

gender differences in, 121–124

presence by proxy and, 100–101

working parents and, 15

Fast Company, 31

financial considerations

cost reductions, 21–22

money saved from work-life supports, 55–56

optimal density and, 110–111

perceived costs of change, 190

resistance to work-life supports as, 59–61

Fleming, Peter, 18

flexibility, 12

based on the nature of the work, 65–74

benefits of in recruiting and hiring, 58

bidirectional, 133

creative solutions for, 67–72

for customer-facing work, 70–71

demand vs. capacity and, 73

differences in application of, 144–145

diversity and, 120–121

employee ability to take advantage of, 172–173

generational differences and, 114–118

global work and, 75–85

life-course changes and, 5–6

managing, 129–130

in measurement systems, 195–196

money savings with, 55–56

perceptions and mind-sets about, 73–74

as privilege, 130–131

for project-based work, 71–72

regulations/safety and, 68–69

results from, 48–49

situational issues and, 132–133

sustainability and, 166–167

travel and, 67–68

in work hours/locations, 37–38

flextime, 35

flow states, 51–52

food and drink, 106

Fortune magazine, 37

Foucault, Michel, 18

fragmentation, 27

friendships, 152–153. See also relationships

Frost, Dr. Carl, 3

fulfillment, sense of, 6, 11

fun, 53

future proofing, 31–32, 191

G

Galinsky, Ellen, 12, 22, 122

Gallup, 11, 49, 131, 152–153, 173

gender differences. See also diversity

business impacts of, 119–120

in career advancement, 124–126

child care and, 122–123

in multitasking, 123–124

in work-life spillover, 13, 14

on work-life supports, 121–122

generational differences, 113–118. See also demographic changes

Genius Bars, 69

gen Z, 113–114

Gerson, Kathleen, 126

global work, 75–85

policies and fairness in, 84

social networking and, 80–83

goals, 78, 182

Goldilocks Rule, 39

Great Placed to Work Institute, 47

Greening of Yellowstone, 26

growth, 21–22

guilt, 122–123

H

Hansen, Morten T., 125

happiness, 11, 49–50

Happiness Advantage, The (Achor), 49

Hardy, Quentin, 93–95

Harvard Business Review, 92, 125, 148

Hawthorne Effect, 19

health, 12

costs of stress and, 17

results of work-life supports, 45–48

technology and, 88–89

work-life supports for, 34

Herman Miller North America, 16, 46, 138–139, 142, 184–185

Hersey-Blanchard Situational Leadership, 191

Heskett, James, 178

hiring. See recruitment and hiring

Hochschild, Arlie, 123–124

Hollywood Model, 71–72

“hologram thinking,” 188

Homans, George C., 19

home, working from, 35, 37–38

differences in application of, 144–145

employee maturity and, 131–132

returning to office work and, 133

situational issues in, 132–133

work relationships and, 152–153

human resources, 111–112

I

Ibarra, Herminia, 125

implementation, 199–201

Inc. magazine, 58

income levels, 13, 14, 66–67, 126

information overload, demand for speed and, 23–25

Ingham, Harrington, 153

innovation, 130–131, 143

inspiration, 11

insurance, 34

integration, 3, 4–5

balance vs., 3, 4–5, 12

business case for, 181–186

challenges in, 21–32

defining, 5

social contract and, 18

internet of things, 91–92

involvement, 173

Is There Really a Human Race? (Curtis & Cornell), 23

iterative learning, 139

J

Jacknis, Martin, 58

Jarman, Beth, 187–188

job design, 36, 133–135

job matching, 133–135

job satisfaction, 12

expectations and, 174–176

family life quality and, 15

work-life supports and, 45–48

job security, 38, 78

job sharing, 37

Johari window, 153–156, 161

Joy, Inc. (Sheridan), 164–165

K

Knebl, Kevin, 80–83

Kolb, Deborah, 125

Kotter, John, 178

L

labor market, 11, 27–28, 41–42

Ladder of Inference, 155–156

Land, George, 187–188

LaRusso, Frank, 106

leaders and leadership

accountability of, 148, 200

alignment with, 141–150

attitudes of toward work-life supports, 59–62

centrality of in employee experience, 143–144

challenges facing, 21–32

for change and impact, 187–198

in change process, 192–194

in choosing wisely, 29–30

in creating abundance, 7–9

in creating happiness, 49–50

development of, 149

Drucker’s principles of, 142–143

influence of on supports, 141–142

as leverage point, 177

mind-sets of, 145–146

in organizational culture, 143–144, 165

project-based work and, 71–72

styles of, 149–150

systems and, 147–148

tone set by, 146–147

work team, 195

Leading Culture Change in Global Organizations: Aligning Culture and Strategy (Denison), 173

Lean In (Sandberg), 126

learning

from failure, 157–158

lifelong, 135–137

from mistakes, 138–139

leaves, 34, 42–43, 75–76

Lesage, Jean-Francois, 23

leverage points, 173–174, 177

life course, 5–6. See also demographic changes

light levels, 107

likability index, 125

LinkedIn. See social networking

love-work patterns, 133–135

loyalty, employee, 59, 72

Luft, Joseph, 153

M

management. See also leaders and leadership

of change, 191–193

of conflict, 158–159

Drucker on, 95, 141

of global work, 77–79

by objectives, 52

for outcomes, 129–131

by walking around, 192

market leadership, 21–22

Mars Drinks, Inc., 54, 56–57, 105, 106, 137–138, 139–140, 170

Marx, Karl, 16

Maslow, Abraham, 19

Mason, Malia, 50

maturity, 131–132

McGregor, Douglas, 19

McKinsey Global, 113, 122

meeting places, 107, 108

Menlo Innovations, 164–167

mentoring, 29, 115, 116–117, 138

Merck & Co., 48

mergers and acquisitions, 173–174

metrics, 60–61, 129, 186

for change processes, 194–196

technology and, 94, 95

Microsoft, 47–48, 60–61, 115

millennials, 113–115

mind-sets, 73–74, 145–146

Ministry of Unusual Business, 140

mission, 173

mistakes, approach to, 138–139

modeling, 116–117, 146–147

moments of truth, 9–11

Moon, K.H., 46–47, 136–137, 143

Moral Molecule, The (Zak), 50–51

motivation, 10, 17

empowerment and, 51

happiness and, 49–50

person-centered management and, 19–20

physical environment and, 104

recognition and, 139–140

turnover rates and, 57

Mulcahy, Anne, 48

multitasking, 123–124

N

NalydCo, 40–41

navigation, 5, 181. See also boundaries

networks and networking, 26–27

neuroscience, 50–53, 123–124

noise, ambient, 107

No Man’s Land (Gerson), 126

norms, 38, 95–101, 108. See also culture

novelty, 96, 107

O

objectives, 182

obligations, 48–49

openness, 153–155

optimal density, 103, 104, 107, 109–111

organizational culture, 38–108, 168–178

defining, 167–169

embodiments of, 168–169

expectations and, 174–178

immune systems in, 171

importance of attending to, 178

joining, 170

leaders in, 143–144, 173–174

leverage points for changing, 173–174

symbiotic relationships in, 170–171

work-life supports in, 171–173, 176–178

organizational memory, 29, 116–117

organizational practices, 33–34

organization skills, 135

outcomes, 183

overwork, 22–23

oxytocin, 51

P

pace, 23–25, 88, 89

Parsons, Greg, 46

partnerships, 27, 29

passion, 10, 72. See also engagement

patience banks, 196

peer influence, 192

perceptions, 3

of demand and capacity, 6

flexibility and, 73–74

gender differences in, 125–126

of reality, 3–6

perfectionism, 8–9

performance, 12

accountability and, 139–140

aligning work-life supports with, 129–140

approaches to mistakes and, 138–139

development planning and, 137–138

employee maturity and, 131–132

happiness and, 49–50

job match and, 133–135

leaders and, 143

managing for outcomes and, 129–131

mentoring and, 138

metrics on, 195

organizational culture and, 178

rewards and recognition and, 138–140

in school, 15

self-determination and, 59

situational issues in, 132–133

skill development and, 135–137

personal concerns, 191

person-centered view, 19–20

Peyer, Urs, 125

pilot projects, 186

Pinterest. See social networking

place, sense of, 103–104

Plan-Do-Check-Act model, 24

policies, 33. See also work-life supports

establishing clear, 148

examples of, 35–36

in global work, 84

late-career employees and, 117–118

technology systems and, 90–92

presence by proxy, 98–101

prioritization, 21–25

procedural concerns, 191

productivity, 11

effects of attention on, 19–20

engagement and, 49

flexibility and improved, 48

happiness and, 49–50

managing for, 130–131

optimal density and, 110–111

reasonable goals for, 22–23

stress and, 17

professional level, work flexibility and, 66–67

project-based work, 71–72

proximity, 98–101

Pullen, Curt, 138–139, 142, 184–185

purpose, 48

connecting with abundance, 8–9

engagement and, 54

in global work, 78

leaders in creating, 143

neuroscience on, 51

R

Ramo, Joshua Cooper, 191

reality

matching expectations with, 174–176

overwork and productivity demands, 22–23

perceptions of, 3–6

reciprocal mentoring, 115

reciprocity, 48–49, 50

recognition and rewards

abundance of, 7–8

mistakes and, 138–139

older employees and, 28–29

performance and, 138–140

recruitment and hiring, 27–28

at ElsaCo, 41–42

honesty and expectations in, 174–176

of leaders, 148

work-life supports as advantage in, 56–59

workplace environment and, 104–105

reflection, time for, 23–25

regulation, 68–69

relationships, 52

in global work, 77–78

inter-team, 161

making time for, 26–27

physical presence and, 98–101

presence by proxy and, 100–101

skills in building, 135

social networking and, 83

symbiotic, 170–171

in teams, 151–153, 153–155

technology and, 97–101

relaxation, 53, 106

51-52, 51

resilience, 49–50, 73, 191

resistance, 59–61, 183–184, 197

respect, 10, 155

responsibility, 48, 82, 200

results, 45–62

attracting and retaining talent, 56–59

financial, 55–56

happiness and, 49–50

modeling behavior and, 53–55

neuroscience of, 50–53

organizational culture and, 178

reciprocity in, 48–49

of self-determination, 59

retention, 12, 45–48, 56–57. See also recruitment and hiring

retirement, 34, 117–118

return on investment (ROI), 194

reverse mentoring, 115

rewards. See recognition and rewards

risks, 182

Rometty, Virginia, 23–24

Ross, Edward A., 110

Roth, Veronica, 107

Rummelt, Herman, 16

S

sabbaticals, 42–43

sacrifice, attitude of, 122

safety, 68–69

Sandberg, Sheryl, 126, 164

saying no, 21–23

scarcity paradigm, 7. See also abundance, sense of

second shift, 123–124

security, 68–69

selective attention, 96

self, loss of, 16–18

self-actualization, 19

self-determination, 9–10, 59

demand/capacity and, 73

flexible work hours and, 37–38

international levels of, 18

neuroscience on, 52

results from increasing, 48

70/7 rule, 184–185

Sharer, Kevin, 148

Sheridan, Richard, 164–167

simplicating, 200

skills and talent

developing, 135–138

labor market bifurcation by, 27–28, 41–42

mentoring, 138

sense of abundance and, 8–9

strategic vs. tactical, 30–31

technology’s impact on, 92–93

sleep deprivation, 88

social contract, 18, 59–60

Social Media Sales Revolution, The (Knebl), 80–81

social mobility, 27–28

social networking, 80–83

adoption rates of, 83

guidelines for, 83

value added by, 81–82

social proof, 116–117

spillover, 13–15

boundary setting and, 25–26

employee exploitation and, 18

generational differences in tolerance of, 114

spin cycle, 24–25

sponsors, 60–61, 78, 192

stability, 21–22

stakeholders, 183–184

storytelling, 104–105, 165–166

strategic advantage, 169

strategic partnerships, 27

strategy, in execution, 30–31

stress

perceptions of demand vs. capacity and, 6

from spillover, 13–15

work as source of, 16–17

structure, 200

substance abuse, 88

supporters, 184–186

survey data, 194–195

survival, 21–22

sustainability, 166–167

systems, 147–148

T

talent. See skills and talent

“Team Playbook,” 160

teams

alignment with, 151–161

avoiding assumptions in, 155–157

commitment of, 160–161

conflict in, 158–160

cycles in, 70

in global work, 76–79

learning from failures in, 157–158

openness and trust in, 153–155

relationships between, 161

task and relationship requirements of, 151–153

technology vs. physical presence in, 98–101

technology

aligning work-life supports with, 87–101

behavior changes from, 92–95

boundary management and, 25–26

changes from using, 93–95

employee exploitation through, 18

generational differences and, 114–115

in global work, 77

in inter-team relationships, 161

norms and behaviors changed by, 95–101

physical presence vs., 98–101

pros and cons of, 87–89

relationships and, 152–153

resistance to, 89–90

spillover and, 18

supports related to, 35

systems with, 90–92

trends in, 91–92

workplace environment supporting, 107

telecommuting, 37

“tell your spouse test,” 53

testing, 201

text parenting, 100–101

360-degree feedback, 195

time management

demands for speed and, 23–25

overworked employees and, 22–23

prioritization and, 22–23

relationship development and, 26–27

sense of abundance and, 7–8

skill development in, 135–137

time tracking and, 41–42

tone, setting, 146–147

touch points, 9–11

town hall meetings, 192

Townsend, Nicholas W., 126–127

training, 91, 135–137. See also mentoring

development planning, 137–138

of leaders, 148, 149

transparency, 143

travel, 67–68, 90–91

trust, 52, 70

flexible working and, 130–131

teams and, 153–155

understanding and, 157

turnover rates, 17, 57, 195

Twain, Mark, 200

U

Unkovic, Xavier, 54, 56–57, 105, 137–138, 139–140, 170

V

values, 163. See also culture

Verma, Ragini, 123

vision, 143, 187–188, 190

Vital Friends (Gallup), 152–153

Voydanoff, Patricia, 6

W

Wartzman, Rick, 18, 59–60, 135–136, 146

“water cooler test,” 53

Waytz, Adam, 50

Western Electric Company, 19

“whites of the eyes” management, 129

whole person perspective, 20, 178

Williams, Lawrence E., 106

Wilson, H. James, 92

work

changes in, 3–4, 13–16

historical perspective on, 16–20

overwork in, 22–23

work and life

challenges in, 21–32

integrating vs. balancing, 3, 4–5

perceptions of demand vs. capacity in, 6

spillover between, 13–15, 18, 25–26, 114

work cycles, 69–70

work ethic, 38

work hours, 35, 37–38

generational differences and, 1134

neuroscience on long, 53

technology and excessive, 88–89

work-life supports, 3, 11–12

aligning with culture, 163–178

aligning with diversity, 119–127

aligning with leaders, 141–150

aligning with performance, 129–140

aligning with teams, 151–161

aligning with the nature of the work, 65–74

aligning with work environments, 103–112

approaches to, 33–44

attitudes toward, 59–62

autonomy and, 9–10

boundary management and, 25–26

business case fir, 181–186

child care, 13, 15

choice in, 9–10

commitment to employees and, 53–55

comparison of across companies, 38–44

definition of terms in, 33–34

differences in application of, 141–142, 144–145

examples of, 34–37

generational differences and, 29, 113–118

for global work, 75–85

guidelines for, 160–161

integrating in the business, 197–198

measuring effects of, 60–61

moments of truth in, 9–11

money saved with, 55–56

neuroscience on, 50–53

organizational systems for, 147–148

over the life course, 5–6

personal experiences of, 60–61

playing the system and, 62

research methodology on, 203–208

resistance to, 59–61

results of, 45–62

strategic execution of, 30–31

utilization of, 38

when to implement, 199

workplace environment, 36, 52

accountability in, 109

alignment among solutions in, 111–112

as destination, 106–108

optimal density in, 103, 104, 107, 109–111

social norms and, 108

stories told by, 103–105

technology and, 94–95

walls in, 111

work-life supports aligned with, 103–112

work team leader data, 195

Wright, Thomas, 49

X

XelaCo, 42–43

Xerox, 48

Y

Yellowstone National Park, 26

YertCo, 43–44

Yuhan-Kimberly, 46–47, 136–137, 143

Z

Zak, Paul, 50–53