INDEX

  • Page numbers followed by f refer to figures.
  •  
  • Acknowledgment:
    • of conflict, 240–241
    • and cultural norms, 228
    • of team members, 167, 208
  • AdAge, 43
  • ‘Addressing the Biggest Challenges of Hosting Hybrid Events’ (Harvard Business Review), 262–263
  • Aetna International, 248
  • AGI, 90–91
  • Alignment, 40–41, 64, 67, 70, 78, 81, 89–90, 160
  • All American Events, 263
  • Amazon, 167, 212, 253
  • Amazon Web Services (AWS), 9
  • American Community Survey (US Census Bureau, 2019), 188
  • American Psychological Association (APA), 61
  • AMEX, 268
  • APA (American Psychological Association), 61
  • Apple, 111
  • Asia, 3, 28, 30, 202, 204, 206, 211, 223, 235
  • Asseo, Laureen, 67
  • Asseo, Thomas, 67
  • Asynchronous communication, 148–149, 176, 194, 204, 272, 294. See also Synchronous communication
  • The Atlantic, 173
  • Australia, 260, 265
  • Australia's National Science Agency, 260
  • Authenticity, 106–108, 132–138, 290
  • AWS (Amazon Web Services), 9
  •  
  • Bar Ilan University, 206
  • Barker, David, 147–148
  • Barrero, José María, 11
  • Bastian, Ed, 105
  • Bastille Day, 232
  • Beesley, Leanne, 52–53
  • Belonging, 15–24
    • fostering, 20–21
    • and performance boosting, 18–20
  • ‘Belonging tax,’ 16
  • BetterUp, 18
  • Bezos, Jeff, 212, 253
  • Binder, Anne, 260
  • BlackBerry, 8
  • Blakely, Sara, 100–102
  • Blogs, 87, 99, 104, 129
  • Blumenthal, Neil, 66–67
  • Body Language, 95–96, 286
  • Boeing, 217, 254, 256
  • Bombardier, Lindsey, 142
  • Bosh, 155
  • Boston, Mass., 167
  • Boston University, 207–208
  • Brand awareness, 89
  • Branson, Richard, 99–100, 103–104, 136, 152
  • Bridgewater Associates, 108–109, 137
  • BrightHR, 65
  • Brin, Sergey, 127
  • Buffer, 86–87
  • ‘Bumpit Friday,’ 69
  • Burnout, 16, 65, 166
  • Business Electricity Prices, 264
  • Business goals, 55–59, 159, 281–282
  •  
  • Cadence meetings, 59–60, 115, 158–165
  • California, 58, 95, 206
  • Canada, 16
  • Candidate Experience Research report (Talent Board), 93
  • CareerBuilder, 92, 94
  • Carnegie Mellon University, 206
  • Casto, DJ, 17
  • Censuswide, 59, 185
  • Chapman, Melissa, 66
  • ‘Checklist for Ensuring Hybrid Workers Can Always Find the Information They Need’ (Gartner), 273
  • Chennai, India, 201
  • Chief Happiness Officer, 86
  • Chief People Officer, 143
  • Chief Reminder Officer, 232, 254
  • China, 203–204, 227, 233, 235, 237
  • Chobani, 42–43
  • Chrysler, 235–238, 244
  • Chua, Roy J., 237–238
  • Cisco, 263
  • Citigroup, 183
  • Clark, Timothy R., 208
  • Cloud Computing, 9–10
  • Co-CEO model, 65–67
  • Co-leadership, 61–68, 80, 282–283
  • Collaborative learning, see Group learning
  • Collins and Porris, 39, 171–172, 262–263, 276
  • Collins Dictionary (Collins and Porris), 70
  • Columbia University, 238
  • Command and control approach, 125, 134–135, 289
  • Common goals, 52–56, 60, 79, 281
  • Communication, see specific headings, e.g.: Asynchronous communication
  • Communication audits, 153–155
  • Communication channels, employee-to-leadership, 126–134, 138, 290
  • Company culture:
    • and communication channels, 127–129, 148, 225–226
    • and conflict, 235–236
    • and empathy, 168
    • and flat organizations, 118
    • focusing on, 105–106, 287
    • fostering belonging in, 21–22
    • and informal time, 69
    • positive, 143–144
    • and storytelling, 98
    • and team-building, 245
    • and transparency, 107
    • unifying with, 35–40
  • Company values:
    • and co-leadership, 63–64
    • creating unity with, 35–43
    • documenting team values with, 58–59
    • identifying business goals using, 55–56
    • and informal time, 74–75
    • and role modelling, 44–45, 78–79
    • and storytelling, 44
    • and transparency, 86–87
  • Concensus:
    • and extreme communication, 113
    • leading through, 125–126, 137–138, 289
    • and open communication, 108
  • Conflict:
    • addressing, 234–244, 302–304
    • and co-leadership, 63
    • coping with, 71
    • in cross-cultural teams, 204, 255–256
    • and open-door policy, 116–117
  • Connection Capital, 250, 255
  • COVID-19 pandemic:
    • and authenticity, 126–127
    • and belonging, 11–13
    • effect on communication channels, 147
    • effect on hybrid teams, 65, 73–74, 114, 134–135, 142–143, 156, 174, 253–255, 260–262, 267
    • and employee engagement, 276–277
    • and equity, 186–188
    • and hybrid work, 11–13, 33
    • and multicultural teams, 253–255
    • and team building, 186–188, 244–246
    • and transparency, 134–135
    • and unifying values, 33–36
    • use of empathy during, 165–167
    • use of the ‘Suggest to Steve’ app with, 126–127
  • CRM (Customer relationship management), 37, 180
  • Cross-cultural teams (Pillar IV), 201–258
    • awareness programmes for, 216–225
    • benefits of, 204–206
    • definition, 203
  • Cultural Awareness, See Cross-cultural teams (Pillar IV)
  • Cultural norms, 217–218, 228, 232, 254
  • Culture Amp survey, 111
  • ‘Culture champions,’ 276
  • Customer relationship management (CRM), 37
  •  
  • Daimler-Benz AG, 235–238, 244
  • Dalio, Ray, 112–113, 117, 136
  • Dance Central, 69
  • Delta Airlines, 105
  • Design thinking, 180–182
  • Dialectic (workplace learning company), 16
  • Direct reporting, 117, 161–162, 172–173, 195
  • Disabilities, employees with, 185, 263
  • Distance bias, 143, 185, 190, 274–276
  • Documenting:
  • Dole, France, 1
  • Dominican University, 58
  • Dropbox, 9
  • Duff, Stuart, 74
  •  
  • Edison, Thomas, 60–61
  • Edmondson, Amy, 174–175, 208
  • EEOC (US Equal Employment Opportunity Commission), 186
  • Emails, 52
    • and asynchronous communication, 149
    • as communication channel, 129
    • employee accessibility of, 177
    • and influence on employee behaviour, 73
    • and informal interactions, 189, 286, 288
    • internal, 86
    • measuring employee engagement with, 132–133, 147
    • and open-door policy, 115–116, 129
    • origins of, 7–8
    • public, 98, 112–113
    • scheduling strategic regular Meetings using, 156–157
    • sharing ideas via, 126
    • showing appreciation with, 169
    • simple language in, 189
    • tone of, 189
  • Empath Index, 167–168
  • Empathy:
    • cultivating, 165–174, 195–196, 293–294
    • and design thinking, 181–182
    • and multicultural teams, 204–205
  • The Empathy Business, 168
  • Employee engagement, 16, 76
    • and belonging, 144
    • and empathy, 168–169
    • and feedback, 191
    • and group learning, 285
    • and internal communication, 147
    • measuring, 132–134, 290
    • and open communication, 109–110, 126–127
    • and psychological safety, 194
    • and social media, 100, 103
    • and storytelling, 221, 300
    • surveying, 150–151, 194, 290
    • and team building, 247, 276
    • and transparency, 16, 135
  • Employee morale, 70, 80, 104, 145, 150. See also Team morale
  • Employee resource groups (ERGs), 213, 277, 299
  • Employee-to-leadership communication channels, 126–134, 138, 290
  • Employee turnover, 2, 91, 151–152, 238, 271, 292
  • Employee value proposition (EVP), 22
  • Equity, 86, 145, 184–191, 196, 267, 296–297
  • ERGs (Employee resource groups), 213, 277, 299
  • Ernst & Young (EY), 175
  • Europe, 3, 28, 30, 52, 156, 204, 206, 211, 223, 227, 235
  • EVP (Employee value proposition), 22
  • Excluded workers, 29–20, 55, 116, 157, 162, 188, 193, 262–266, 271
  • ExpenseOnDemand, 88, 135
  • EY (Ernst & Young), 175
  •  
  • Facebook, 247
  • ‘Fancy feet,’ 69
  • ‘Fancy Fridays,’ 69
  • Fear of missing out (FOMO), 16, 101
  • Feedback:
    • asking for, 130–131, 171–172
    • customer, 2, 104
    • inspiring teams with, 48–49
    • monitoring, 191–192, 196, 276, 297
    • and radical transparency, 112
    • and social media, 102–103
    • via employee-to-leadership communication channels, 129–131
    • via pulse surveys, 52, 146
  • Finding My Virginity (Branson), 99–100
  • ‘First Cup's on Us’ Starbucks gift card, 167
  • Fisher, Danni, 117–118
  • The Five Dysfunctions of a Team (Lencioni), 253
  • Flat organizations, 118–119, 122–127, 137–138
  • FOMO (fear of missing out), 16
  • Forbes magazine, 100–101, 179, 263
  • ‘Forced fun,’ 64
  • Ford, Henry, 196
  • Four main elements of effective leadership, 138
  • The Four-Pillar framework, 25–30, 278
  • ‘Four Reasons Your Company Should Pivot To Hybrid Events’ (Forbes), 263
  • France, 1, 5, 225–226, 237
  • Fraser, Jane, 183
  • Fresh n’ Lean, 67
  • Front-line employees, 121–122, 125, 137, 289
  • ‘Furry friends’ (Slack channel), 72–73
  •  
  • Gallup, 53–54, 168–169, 195–196
  • Gartner, 22–23, 273
  • Garvey, Deirdre, 133
  • Gascoigne, Joel, 86–87
  • Gender Gap Report, 187–188
  • Genoa, Italy, 5
  • George, Anil, 69
  • Georgetown University McDonough School of Business, 51
  • Germany, 5, 155, 217, 235–237, 244
  • Giggster, 52
  • Glassdoor, 88, 97, 105, 168
  • Glassdoor US Site Survey (2017), 168
  • Global Empathy Index, 168
  • Global Gender Gap Report, 187
  • GlobeSmart program (Boeing), 217, 254
  • Globoa, Dave, 66–67
  • The Go Game, 247
  • Google, 60, 127, 207, 212, 225–226, 253, 256
  • Google Cloud, 9
  • Google Drive, 68, 177
  • Gotomeeting, 9
  • Gottstein, Jenny, 247–248
  • Gross, Terry, 111
  • Group learning, 75–77, 80–81, 285
  • Grove, Andrew, 52
  • Growth mindset, 48–49, 78
  • Groysberg, Boris, 129
  • GrubHub, 167
  • Guy Fawkes Night, 232
  •  
  • Hall, Edward Twitchell, 203
  • Harvard Business Review, 39, 161, 167, 171–172, 194–195, 262, 276
  • Harvard Business School, 156, 174, 237
  • Harvard Study of Adult Development, 248–249
  • Hastings, Reed, 66
  • High-context cultures, 202–204
  • High Output Management (Grove), 52
  • Hilton, 193
  • Hilton Garden Inn Krakow Airport Hotel, 165
  • Hollister, 167
  • Hong Kong, 237
  • How to Be Happy at Work (McKee), 250
  • HR.com, 92
  • Huffington, Arianna, 102
  • Hybrid leadership teams (Pillar I), 29, 32f, 33, 43, 78–81, 279f
  • Hybrid meetings:
    • attention to detail in, 264–265
    • hosting, 113–114, 268
    • remote attendees at, 260–264
    • using the round-robin method in, 266–267
  •  
  • IBM, 175, 216–217, 254, 256
  • IBM Communications and Global Delivery division, 217
  • IBM Global Business Services, 217
  • Idioms, 228–231, 234f, 301. See also Jargon
  • Igloo, 264
  • Inclusion (included workers), 19, 88, 144, 158, 188, 192, 196, 216, 264–266, 296. See also Belonging; Equity
    • and communication, 296–297
    • and psychological safety, 206–216, 253–254, 297–299
  • India, 203–204, 209, 216
  • Informal time, 69–71, 76–77, 284
  • INSEAD Business School, 204
  • Inspirational leadership, 124–125, 137–138, 289
  • Instagram, 101
  • Instituto Tecnológico Autónomo de México, 11, 95
  • Insurance Journal, 37
  • Internal communication, 128
    • effect of COVID-19 on, 193
    • and employee engagement, 150–151
    • and employee turnover, 151–152
    • and equity, 296
    • failure to handle, 269
    • monitoring, 194
    • and morale, 145
    • and overcommunication, 189, 292
    • surveying, 146
    • TED approach to, 152–155
  • Intranet, 16, 129, 133, 142, 147, 151, 154, 193–194, 292
  • Israel Institute of Technology, 206
  • ISS Facility Services Inc., 186–187
  • Italy, 5
  • ‘It Takes Two: The Incidence and Effectiveness of Co-CEOs’ (study), 67
  •  
  • Jargon, 231, 233, 234f, 254, 301. See also Idioms
  • Jellyfish, 123–124
  • Jersey City, N.J., 227
  • Johnson & Johnson, 247
  • Jostle (intranet software platform), 16
  • JP Morgan, 12
  • Jungle Creations, 66
  •  
  • Kahn, William A., 207–208
  • Kaplan, Robert, 53
  • Kelvin, Lord, 60
  • Keyt, Andrew, 32
  • Kim, Jennie, 69
  • Kopprash, Carolyn, 86
  • Kouzes, James M., 50–51
  • Kubaska, Ewelina, 165
  •  
  • Laal, Marjan, 76
  • The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (Kouzes and Posner), 50–51
  • Lencioni, Patrick, 213
  • Lenczer Slaght, 142, 193
  • Liberation Day, 232
  • Lieberman, Matthew, 21
  • LinkedIn, 75, 101–102, 105–106
  • Lippert, Randi, 73–74
  • London, England, 2, 5, 73, 210–211
  • L’Oréal, 226
  • Low-context cultures, 203–204
  • LSA Global, 77–78
  •  
  • McDonough School of Business (Georgetown University), 51
  • McKee, Annie, 250
  • McKinsey, 18, 22, 119, 121, 188
  • Marketing Charts survey (2020), 268
  • Marks & Spencer (M&S), 126–127, 138
  • Massachusetts Institute of Technology (MIT), 7, 70–71
  • Matthews, Gail, 50
  • Mayer, Marissayer, 269–270
  • MBA degree, 206
  • Mehrabian, Albert, 95
  • Methot, Jessica, 71–73
  • Mexico, 11, 42, 226
  • Meyer, Erin, 204
  • Michaela (M&S employee), 126–127
  • Microsoft Azure, 9
  • Microsoft Teams, 262, 274
  • Middle East, 156, 206
  • Middle management, 119–125
  • Middle Management, 137
  • Mistakes:
    • apologizing for, 242
    • and diverse teams, 205
    • eliminating, 34
    • and psychological safety, 208–214, 298
  • MIT (Massachusetts Institute of Technology), 7, 70–71
  • MIT Management Sloan School, 70–71
  • MIT Sloan Management Review, 71
  • Mobility limitations, employees with, 184
  • Moha, Seyed, 76
  • Moncrief, Ronisha, 186–187
  • Morgan Stanley, 12
  • Moss, Vanessa, 260, 265
  • Motivosity, 174
  • M&S (Marks & Spencer), 126–127, 138
  • Mulcahy, Anne, 42–43
  • Multicultural teams, 204–206, 209, 218, 238, 253
  •  
  • National Association of Background Screeners, 92
  • National Health Service (NHS), 126–127
  • Netflix, 66–67, 153
  • Netherlands, 216, 223
  • Net Promoter Score (NPS), 58, 256, 282
  • Networking, 16, 114–116, 288
  • New communication frameworks, creating, 145, 174–176, 182–184, 196
  • New Delhi, India, 201
  • Newsletters, 147, 151, 194, 221, 292, 307
  • New Tech Benchmark survey, 110–111
  • New York City, 265
  • Nextel, 236–237
  • NHS (National Health Service), 126–127
  • 91Springboard, 69
  • Non-verbal communication, 95–96
  • Non-work-related topics, 71–77, 80, 248–249, 252, 255, 270, 284, 304
  • Norton, David, 53
  • NPS, see Net Promoter Score
  •  
  • Objective and Key Results (OKRs), 52–53
  • Office for National Statistics (ONS), 185
  • OKRs (Objective and Key Results), 52–53
  • OnePoll, 174, 271
  • ONS (Office for National Statistics), 185
  • Open communication, 108–117
    • and networking, 114–115
    • and open-door policy, 115–116
    • in open meetings, 113–114
    • promoting, 108–112, 136–137, 287–288
    • and transparency, 87, 101–102
  • Open-door policy, 115–116, 137, 288
  • Open meetings, 113–116, 137, 287
  • ‘Oscar night’ (informal time theme), 69
  • Overcommunication (Pillar III), 141–199, 291f
    • and co-creating a new communication framework, 174–184
    • and cultivation of empathy and appreciation, 165–174
    • and equity/inclusion, 184–192
    • via cadence meetings, 161–165
    • via strategic regular meetings, 156–160
  •  
  • Paddle, 147–148, 193
  • Page, Larry, 127
  • Palecki, Jennifer, 244–245
  • ‘Panda’ (informal time theme), 69
  • Pearce and Sims, 61–62
  • Pentland, Sandy, 70–71
  • People for Highspot, 244–245, 256
  • Picasso, Pablo, 58
  • Podcasts, 129
  • Porath, Christine, 51
  • Positive attitude, 47–48, 102, 280
  • Posner, Barry Z., 50–51
  • Poulter, Nat, 66
  • Pranav, Ayush, 69
  • PricewaterhouseCoopers (PwC), 45–46
  • Principles: Life and Work (Dalio), 117
  • Project Aristotle (Google), 60, 99
  • Project management tools, 129
  • Proximity bias, 17–18, 185, 190, 274–275
  • Psychological safety, 13, 30, 88
    • and cultural awareness, 229
    • four stages of, 208
    • link to performance, 253–256
    • promoting, 109, 206–216, 297–299
    • and virtual teams, 246–247
  • ‘Psychological Safety and Collective Intelligence in Multicultural Globally Dispersed Teams,’ 206–207
  • Pulse surveys, 52, 146
  • PwC (PricewaterhouseCoopers), 45–46
  •  
  • Questrom School of Business (Boston University), 207–208
  •  
  • Radhakrishnan, N., 299
  • Radical Candor: How to Get What You Want by Saying What You Mean (Scott), 111
  • ‘Radical transparency’ approach, 108–109, 112, 136–137
  • Reclaimai, 161–162
  • Reddit, 268–269, 273, 278
  • Reference checks, 92–93, 96–97, 285
  • RingCentral, 166
  • ‘The Rise of the Hybrid Workplace: A Global Survey of Executives, Employee Experience Experts, and Knowledge Workers’ (Cisco), 263
  • Role modelling, 44–52, 79, 124, 241–244, 280. See also Tone setting
  • Roleshare, 65–66
  • Rosetta Stone, 230
  • Round-robin method, 40, 113–114, 266–268, 287
  • Royal Society for Public Health, 271
  • ‘Ruinous Empathy,’ 209
  • Rutgers School of Management and Labor Relations, 71–72
  •  
  • SaaS (software as a service), 38
  • Salesforce, 9, 38–39, 247
  • San Francisco, Calif., 28, 32, 38, 106, 235, 260, 268
  • Sapra, Meera, 201–203
  • Sarandos, Ted, 66
  • School of Management and Labor Relations (Rutgers University), 71–72
  • Schultz, Fred, 44
  • Schultz, Howard, 44–45
  • Scott, Kim, 111, 209
  • Seeney, Billy, 117–118
  • Shalfrooshan, Ali, 185
  • Shared leadership, See Co-leadership
  • ‘Shoutouts,’ 52
  • Showing respect, 233
  • ‘Single source of truth intranet,’ 133
  • Skype, 9
  • Slack channels, 9, 72–73, 177
  • Slido.com, 131
  • Slind, Michael, 129
  • Smallwood, Dave, 65–66
  • Smallwood, Sophie, 65–66
  • SMART team goals, 56–59, 281–282
  • Social: Why Our Brains Are Wired to Connect (Lieberman), 21
  • Social media, 99–108
    • and brand awareness, 286
    • and transparency, 98
  • Software as a service (SaaS), 38
  • South West News Service (SWNS), 174
  • The Spaceship Company, 103
  • Spanx, 100–101
  • ‘The Spark’ (TED Talk format), 155
  • Sprint, 236–237
  • Squarespace, 117–118, 137
  • Stanford University, 18
  • Starbucks, 44, 167
  • State of the Digital Workspace study (2019), 264–265
  • Statista, 8
  • Stereotyping, 203, 218–219, 229, 233
  • Storytelling, 221–222, 225, 254, 300
  • The Strategy-Focused Organization (Kaplan and Norton), 53
  • Stress, see Burnout
  • Stucky, Mark ‘Forger,’ 103
  • Sturckow, CJ, 103
  • ‘Suggest to Steve’ app, 126
  • SWNS (South West News Service), 174
  • Synchronous communication, 148–149, 194. See also Asynchronous communication
  • Synchrony Financial, 17
  •  
  • Talent Board Candidate Experience Research report, 93
  • Taylor, Charlie, 61
  • Team building
    • activities for, 69–71, 191–192, 196, 255–256, 297
    • and cultural awareness, 251–252, 304–305
    • definition of, 70
    • encouraging, 244–248, 304, 310
    • and face-to-face communication, 128, 146, 179
    • and hybrid meetings, 262
    • and networking, 114–115, 288
    • and synchronous communication, 149
    • virtual, 245–246
  • Team Building Hub, 246
  • Team morale, 163, 170, 246, 292. See also Employee morale
  • TED Talks, 152, 155
  • ‘Think Forward Jam’ (IBM), 175
  • ‘Time 100’ list, 100
  • Time allocation, 163, 292
  • Time magazine, 100
  • Tone setting, 44–47. See also Role modelling
    • and acknowledgment, 170–171
    • among co-leaders, 80
    • and authenticity, 132
    • and collaboration, 62
    • in communcation norms, 228–233
    • for conflict, 240–244, 303
    • and identifying business goals, 55–56
    • for learning, 224, 301
    • and open-door policy, 115
    • for open meetings, 113–114
    • and psychological safety, 210–216, 253, 297
    • and role modelling, 51–52, 78–79, 174, 280
    • and social media, 102
    • and transparency, 286, 290
  • Toxic work environments, 32, 45
  • Trade Press Services, 152
  • Transparency (Pillar II), 85–140
    • and alignment, 89–90
    • attracting candidates, 91–99
    • radical, 108–112, 136
    • and salaries, 86–87
    • and workplace environments, 88, 101–102
  • Twitter, 99, 103, 142
  • ‘2016 Udemy Workplace Boredom’ (study), 75–76
  • Two-tier workforce, 186, 264, 274–276
  •  
  • Uber, 247
  • UCLA (University of California Los Angeles), 95
  • Udacity, 69
  • Udemy, 75–76
  • UK, see United Kingdom
  • Ulukaya, Hamdi, 43
  • Unconscious bias, 123, 142–143, 301
    • awareness of, 218–219
    • and career development, 270–271
    • cross-cultural awareness of, 225, 237
    • and employee engagement, 276–278
    • and learning, 224–225
    • and the two-tier workforce, 274–276
  • United Kingdom (UK), 5, 30, 36, 66, 147, 180, 185, 193, 223, 226, 250
  • University of California, 206
  • University of California Los Angeles (UCLA), 95
  • Unsung Hero, 167
  • US Bureau of Labor Statistics, 188
  • US Census Bureau, 188
  • US Equal Employment Opportunity Commission (EEOC), 186
  • US News & World Report, 42–43
  • US Surgeon General, 19
  •  
  • Valencia, Carolina, 22–23
  • Virgin, 99–100, 152
  • Virgin Galactic, 103
  • Virgin Media, 99–100
  •  
  • Warby Parker, 66–67
  • The Washington Post, 237
  • ‘Way of Working’ guidance (Ernst & Young), 175
  • Wealthsimple, 73–74
  • Webex, 9
  • ‘Weekend plans’ (Slack channel), 72–73, 304
  • Weiner, Jeff, 105–107
  • ‘What Bosses Really Think of Remote Workers’ (article), 173
  • The Wheel, 133
  • Willink, Jocko, 278
  • Wired, 43
  • ‘Women in the Workplace’ (report), 188
  • Wong, Yishan, 269
  • Work and Stress (journal), 51
  • The Workforce Institute, 45
  • Work–life balance, 16, 172, 193
  • Workplace Learning & Development Report (LinkedIn), 75–76
  • World Economic Forum, 188
  • ‘Worst Cooks’ event (Zappos), 245
  • Wright, Adam, 90–91
  • Wright Brothers, 61
  • Wynhurst Group, 178
  •  
  • Xerox, 42–43
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