INDEX
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Accomplishments, admiring, 12
Accountability (in general):
for mistakes, 50
of team members, 47–48
for thinking globally, 190–191
Accountability (of managers), 61–77
impact of Manager Effectiveness Index, 74–77
launching Manager Effectiveness Index, 67–70
measures of, 62–67
for trust building and behavior, 53, 56
working with Manager Effectiveness Index, 70–74
Actions/behaviors:
compassionate, incentives for, 116
to follow up on strategy, 89–90
of kindness and caring, 114–119
and manager-employee relationship (see Manager effectiveness)
managers’ personal action plans, 69
modeling, 76
in organizational change campaign, 65–67
recognizing 5HIFT Behaviors, 171–172
in response to engagement surveys, 34–35, 63
rewards for, 116
in times of employees’ crises, 117–119, 121–122
of Un-Leaders, 19–24
Adoption assistance, 147
AHRC, 120
Ain, Mark, 1, 15, 92, 141, 197
Altruism, 114 (See also Kindness)
Amenities, 99–101
America’s Best Employers, 6
Apple, 206–207
Appreciation:
employees’ reports on, 170
in manager-employee relationship model, 67 (See also Manager Effectiveness Index [MEI])
of others’ contributions to success, 13–14
personal show of, 179
shown through “trivial” interactions, 32
(See also Recognition)
Arava Institute for Environmental Studies, 218–219
Authenticity, 102–106
in addressing safety concerns, 131
easing into, 107–109
evoking sense of, 99 (See also Fun)
lack of downside to, 106–107
in promoting strategy wrapper, 81
in work relationships, 99–100
Autonomy:
in global companies, 184–185
for innovation, 206–207
(See also Independence)
Behavioral assessments, 51–52
Behaviors (see Actions/behaviors)
Benchmarking, 62
Best Place to Work awards, 182–183, 227
Blogs, mass communication via, 33
Body language, of humility, 18
Boldness, manager behaviors associated with, 53–54, 64–65
Bonus program, 116
Boomerang employees, 153–165
benefits of, 161–163
and company strategy, 83
luring back, 155–157
and ownership of employees’ careers, 157–160
subculture of, 164–165
Boston Globe, 6
Boys & Girls Clubs, 216
Branding:
Kronos 5.0 wrapper, 79–81
of strategy, 93
UP (Unlimited Potential) wrapper, 81–84
Building Management Capabilities course, 64
Business model innovation, 209
Business units:
communicating strategy to, 91
recognition offered by, 172–173
Career Spotlight, 175
Careers:
ownership of, 157–160
profiles of, 175
Caring:
cultivating norms of, 114–119
culture of, 112–114, 121–122 (See also Kindness)
in global companies, 185
modeling, 120–122
Casual conversation (see Kibitzing; Overcommunication)
Celebrating employees (see Recognition)
Challenging employees, manager behaviors associated with, 54, 64–65
Character:
as job performance criterion, 116–117
recognition for exemplifying, 173
Charitable efforts, 215–219, 221, 222, 224
Childcare financial assistance, 147
Coaching:
in manager-employee relationship model, 67 (See also Manager Effectiveness Index [MEI])
for open time off requests, 145
Collaboration:
Global Perspective in, 190–191
for innovation, 204
internal platform for, 33–34, 100, 142, 171, 175, 204
as job performance criterion, 116
recognition for exemplifying, 173
“we” space for, 99–100
Communication:
about leadership style, 76
authenticity in, 102–109
in creating a welcoming workplace, 41–42
employee skills training in, 35
in evangelizing strategy, 90–94
formal venues for, 35–36
honesty and transparency in, 37–41
for innovation, 204
kibitzing, 28–32
with lower-level employees, 71
in manager-employee relationship model, 67, 68, 71 (See also Manager Effectiveness Index [MEI])
in managers’ behavioral model, 65
in managers’ personal action plans, 70
micro-, 31
and open time off policy, 144
for reassuring employees, 125–131
of strategy, 79
in strategy sessions, 87
as top-cited employee need, 37
and trust, 45
(See also Overcommunication)
Communication styles, 102–103, 107–108
Company culture, 4–6
of caring, 112–114 (See also Kindness)
changing, 210
and Courage to Lead program, 66
creating a welcoming workplace, 41–42
of employee celebration, 170 (See also Recognition)
evaluating recruits’ fit with, 117
family-first, 139–141, 148–151, 162, 187 (See also Work-life balance)
and global expansion, 182–183, 189 (See also Cultural respect)
as global-ready, 188–189
of gratitude and acknowledgment, 170
infusing trust into, 46
institutionalization of, 3–4
investing in, 8
and Make the 5HIFT campaign, 66
for open time off policy, 143–144
of recognition, 177
that supports rehiring employees (see Boomerang employees)
of trust, 46–50
using MEI in describing, 74
when transforming business model, 63–64
WorkInspired, 5, 64, 182–184, 190
Compassion, 113, 116, 120–122 (See also Kindness)
Competence:
as job performance criterion, 116
in managers’ behavioral model, 65
recognition for exemplifying, 173
(See also Core competencies)
Connectedness:
to company mission and strategy, 4
in creating a welcoming workplace, 41–42
disruption for, 54–55
through kibitzing, 28–32
manager behaviors associated with, 54–55, 64–65
through mass communications, 32–37
through philanthropy, 218
Continuous improvement:
among managers, 70–71
creating climate of, 76
Contributions of others:
showing appreciation of, 13–14 (See also Recognition)
spotlighting, 20
Core competencies:
Global Perspective in, 190–191
training managers in, 64
of WorkInspired, 5
Core values, as job performance criteria, 116
Corporate giving, 215–219, 221, 224
Corporate planning, 84–89, 93 (See also Strategy)
Corporate social responsibility programs, 218, 221
Cost containment, 92
Courage to Lead Award program, 173–174
Courage to Lead program, 53–56, 64–66, 173–174
Courage to Lead:Foundations, 65
Courage to Lead:Jumpstart, 65
Courtesy, 21
Cubespiration competition, 100
Cultural misunderstandings/misalignments, 195–196
Cultural respect, 181–198
for global growth, 189–196
implementing, 184–189
maintaining, 196–198
results of, 198
Culture(s):
company (see Company culture)
experiencing differences among, 192
and global expansion (see Cultural respect)
team, 24
Customer relationships, 7–8, 22
Customer-First focus, 93
Customers:
asking for feedback from, 23, 87–88, 93–94
caring for, during natural disasters, 128
Customer-First focus, 93
extending trust to, 49–50
InterAct sessions with, 93–94
milestone surveys with, 178
open and honest communication with, 39–40
recognizing high ratings from, 178
strategy-related impact on, 93–94
using MEI in attracting, 74
Darla Moore School of Business (University of South Carolina), 75
Decision making:
and clear strategy, 83
information from casual conversations in, 31
in managers’ behavioral model, 65
by others, trusting, 47–50
putting family first in, 149–150
reality-based, 86
team members’ confidence in, 55
Departments:
committees devoted to fun in, 100
evangelizing strategy to, 91–93
internal awards programs for, 173
local strategies for, 83
recognition offered by, 172–173
Development:
having open mind in, 155
in manager-employee relationship model, 67, 68, 72 (See also Manager Effectiveness Index [MEI])
programs and initiatives for, 158–159
Devising strategy, 84–89
exposing reality in, 86–87
frank communication in, 87–89
goal for, 85
Digital media, mass communication via, 33–34
Discipline, in empowering next generation, 223
Disruption, manager behaviors associated with, 54–55, 64–65
Diversity:
cultural, 182, 183 (See also Cultural respect)
organizational initiatives about, 131–132
in planning innovation initiatives, 200
pursuing, 193–195
of teams, 193
Downsizing, 119 (See also Layoffs)
E-mail, mass communication via, 33
Emergency Management Notification System, 186
Emotional impact:
of leaders on employees, 17–18
of public recognition, 179
Employee appreciation picnic, 176
Employee benefits, 103
reinvesting accrued vacation costs in, 147
that emphasize caring, 115
in times of crisis, 117–119
(See also specific benefits)
Employee engagement surveys, 34–35, 63, 132
Employee-manager relationships, 62
Employment partnership, 64
Empowering employees:
manager-employee relationship model for, 67–69, 72–73 (See also Manager Effectiveness Index [MEI])
to put family first, 140
on teams, 54
by understanding their activities, 22
women, 195
Empowering the next generation, 213–225
best practices for, 221–224
and corporate giving, 215–219
impact of, 224–225
through internship programs, 219–221
assuming competence and demonstrating trust for, 46
and authentic fun, 99 (See also Fun)
best practices for promoting, 221–224
competition over, 72
through corporate giving, 215–219
creating a welcoming workplace for, 41–42
through development opportunities, 159
in global workforce, 182, 183, 197
impact of, 229
improving, 228
through innovation opportunities, 202
and leaders’ behavior, 5–6
links between safety, loyalty, productivity and, 127
manager behaviors associated with, 64–65
in manager-employee relationship model, 67, 71, 75–76 (See also Manager Effectiveness Index [MEI])
measures of, 62
with open time off policy, 143
openness for, 108
from prioritizing families, 140
and quality of managers, 61, 75–76
and recognition, 170
requirements for, 136–137
value of, 8–9
and willingness to challenge the boss, 81
Evangelizing strategy, 90–94
Events:
for expressing mass gratitude, 176–177
involving global workforce in, 197–198
Evidence-based decision making, 86–87
Expectations:
around trust, 51
for global mindset, 191
for kind behavior, 114–119
of new managers, 55
in other cultures, 188
for teams, 52
External events, safety of employees affected by, 125–131, 135–136
Failures, taking responsibility for, 40
Falcon, 200–201
Family-first culture, 139–141, 148–151
boomerang employees welcomed in, 162
people of other cultures in, 187
publicly thanking family members, 178
(See also Work-life balance)
Feedback:
asking customers for, 23, 87–88, 93–94
asking employees for, 23–24
authentic, 105
formal venues for, 35–36
and innovation, 22–23
in manager-employee relationship model, 67, 72, 75 (See also Manager Effectiveness Index [MEI])
positive, 171 (See also Thanking others)
Fishburne, Tom, 101
5HIFT Behaviors, 171
5HIFT Shout-Outs, 171–173
5HIFT to Lowell Advocates, 133, 171
Flexibility:
cultivating posture of, 183
in global companies, 184–185
Flexible work arrangements, 141–148
anticipating bumps in, 145–146
building culture for, 143–144
clarity about motives for, 146–148
monitoring, 144–145
for parental leave, 141
for working remotely, 142
(See also Open time off policy)
Flying, Un-Leader’s approach to, 19–20
Focus groups, impromptu, 31
Fortune 100 Best Companies to Work For, 6, 227
Fostering excellence, in manager-employee relationship model, 67 (See also Manager Effectiveness Index (MEI))
Fun, 97–109
authenticity in creating, 102–106
and downside of authenticity, 106–107
easing into authenticity, 107–109
events, initiatives, and programs for, 99–102, 109
faces of, 99–102
new cultural experiences as, 193
Gender diversity, 195
Gig economy, 161
GiveInspired program, 214–216, 221, 223, 224
Global culture, casual conversations in, 31–32
Global expansion:
company culture and, 182–183 (See also Cultural respect)
optimizing culture for, 189–196
Global Growth Office, 188
Gratitude:
culture of, 170
events for expressing mass gratitude, 176–177
leaders’ and managers’ personal expression of, 177–178
providing a forum for expressing, 171–172
showing, 20–21
(See also Thanking people)
Great Place to Work Trust Index, 37, 56, 112
High Five recognition program, 173
Hiring:
core values in, 116–117
of former employees (see Boomerang employees)
incentives for referrals, 25
positive experiences for recruits in, 115
Predictive Index in, 52
(See also Recruiting)
Hiring Hero Recognition, 176
Honesty:
in addressing safety concerns, 131
in communication, 37–41
with customers, 39–40
in manager-employee relationship model, 67 (See also Manager Effectiveness Index [MEI])
in managers’ behavioral model, 65
at organizational level, 40–41
(See also Authenticity)
Hope, Bob, 11
Human resources function, 3, 4, 8
Humanity in leadership, 135–137
Humanizing the organization, 98–99 (See also Fun)
Humility:
creating culture of, 13, 24–25
defined, 24
emotional impact of, 17–18
in leadership (see Un-Leadership)
learning, 12
manager behaviors associated with, 53–54, 64–65
as power, 16–18
Immigration issues, 135–136
Implementation:
of cultural respect, 184–189
of employee ideas, 205–206
of strategy, 94–95
Incentives:
for compassionate behavior, 116
for new hire referrals, 25
(See also Recognition)
Inclusion:
organizational initiatives about, 131–132
pursuing, 193–195
taking stance on behalf of, 185–186
Independence:
requiring, 47
of team members, 54
(See also Autonomy)
Indiana Religious Freedom Restoration Act, 128
Influence, focus on title and, 18
Information sharing, in manager-employee relationship model, 67 (See also Manager Effectiveness Index (MEI))
Innovation, 199–211
accepting feedback for, 22–23
creating programs and policies for, 210–211
driving, at organizational level, 203–205
leading, 205–210
measuring, 204–205
as part of people strategy, 201–202
taking proactive measures toward, 200–201
Inspiring others, 229
across geographic divides, 184
through empowering the next generation, 214
through kindness, 122–124
Institutionalization:
of culture, 3–4
of trust, 50–57
Intentions, good, 45
InterAct sessions, 93–94
Internal marketing slogans (see Slogans)
International Women’s Day, 132
Job satisfaction:
and expressions of gratitude, 177
and quality of managers, 61, 76
Job security:
addressing concerns about, 129, 133–134
with open time off, 139–140
Jobs, Steve, 206–207
Judgment, good, 45
Kibitzing, 28–32
defined, 28
follow-up questions in, 29–30
with global workforce, 187
value of, 30–31
Kindness, 111–124
articulating expectations about, 114–119
for inspiring others, 122–124
leader as role model of, 120–122
to new employees, 115–116
policies for, 113–119
Knowledge:
admitting what you don’t know, 22–23
of boomerang employees, 162–163
Kronos Cloud, 7, 79, 80, 201, 209
Kronos 5.0, 79–81
Kronos Home, 114–115
Kronos Incorporated, 1–9 (See also specific topics)
Kronos Noida Learning Center, 213–214, 217–218
Kronos Paragon, 206
Kronos Scholars Co-Op program, 216
Kronos Workforce Ready, 199
KronosLIVE, 192
KronosWorks, 192
Kronovation Days, 203–204
Layoffs:
addressing employee concerns about, 129
employees’ trust in reasons for, 158
human approach to, 39
Leaders and managers:
affirmation and modeling of family-friendly practice by, 148–150
authenticity of, 102–106
behavior of, 5–6
caring and compassion modeled by, 120–122
and company culture, 5
cultural openness of, 193–195
emotional impact on others from, 17–18
employees’ dissatisfaction with, 62
humanity of, 135–137
identities of, 14
innovation fostered by, 205–210
personal recognition and gratitude from, 170, 177–178
providing opportunities for employees to thank managers, 173–174
recognition from, 173
trust in, 43–44
who emphasize status, power, and position, 12, 13
(See also Manager effectiveness; Un-Leadership)
Leadership team:
charitable efforts highlighted by, 222
employee feedback to, 24
overcommunication role of, 32–37
LifeInspired wellness program, 100
Limitations, recognizing, 22–23
Listening:
to employee ideas, 205–206
in kibitzing, 29–32
tactics for, 34
Loyalty:
of boomerang employees, 153–154, 158
links between safety, engagement, productivity and, 127
and ownership of careers, 159, 160
Management by walking around, 29
Management styles, 103
ripple effect of, 76
(See also accountability [of managers])
Manager Effectiveness Index (MEI), 67–74
benefits of, 74
impact on company culture, 74–77
innovation issue in, 205
launching, 67–70
surveying employee reactions to, 74
working with, 70–74
Managers (see Leaders and managers)
March Madness exercise challenge, 100
Marketing Exchange Program, 191–192
Marketing innovation, 209
Mass communications, 32–37
Meetings:
asking for feedback in, 23
giving credit to people in, 178
MEI (see Manager Effectiveness Index)
Metrics of manager performance, 62 (See also Manager Effectiveness Index (MEI))
Micro-communication, 31
Milestone surveys, 178
Military deployments, acts of kindness during, 122–124
Mistakes:
acknowledging, 37–38
as growth opportunities, 50
Motivating employees, 184 (See also Appreciation; Incentives; Recognition)
Motivations:
for open time off policy, 146–148
personal, 16
myTime, 130, 141–148, 208, 218
Natural disasters, safety of employees affected by, 128, 186
Needs of employees:
communication as top-cited need, 37
paying attention to, 73
New employees:
from acquisitions, 134–135
managers, expectations of, 55
recognition for referring, 175–176
Red Carpet program for, 196
showing kindness to, 115–116
Next-generation workforce (see Empowering the next generation)
Open time off policy:
anticipating bumps in, 145–146
building culture for, 143–144
clarity about motives for, 146–148
in emphasis on caring, 115
irrespective of title or seniority, 25
monitoring, 144–145
for parental leave, 141
trust in, 52–53
for volunteer work, 217
(See also Work-life balance)
Open-mindedness, 183, 184, 193
Openness (see Transparency/openness)
Organizational level:
drivers of innovation at, 203–205
recognition and reward at, 179–180
safety of employees at, 131–135
Organizational practices:
adapted to diverse cultures, 183–184
to establish norms of trust, 57
Overcommunication, 27–42
art of kibitzing, 28–32
in creating a welcoming workplace, 41–42
with global workforce, 187
honesty and transparency in, 37–41
leadership team’s role in, 32–37
Ownership of employees’ careers, 157–160
Passion for work, 84
PDSI (Principal Decision Systems International), 17, 134–135
People strategy, 201–202, 228–229
Performance:
impact of trust on, 45
MEI results related to, 75, 76
recognition of, 169
scores for displaying core values, 116
and time out of the office, 140
Performance metrics for managers, 62 (See also Accountability (of managers))
Perk(s):
foregoing, 19–20
to keep employees in the office, 140
seeing vacation time as, 146
Personal action plans, for managers, 69
Personal challenges of employees, safety during, 132–133
Personality:
of company, 98–99, 101, 109 (See also Fun)
of leaders/managers, 102–103, 108–109 (See also Authenticity)
Philanthropy, 215–219
PI (Predictive Index), 51–52
Policies:
adapted to diverse cultures, 183–184
to establish norms of trust, 57
infusing principle of trust in, 52–53
for innovation, 203–204, 210–211
for kindness and respect, 113
for time off (see Open time off policy)
Political events, safety of employees and, 125–128, 135–136
Power:
exploiting, 12
feeling vs. being powerful, 18
of humility, 16–18
Predictive Index (PI), 51–52
Principal Decision Systems International (PDSI), 17, 134–135
Productivity, links between safety, engagement, loyalty and, 127
Programs:
for development, 158–159
for innovation, 203–204, 210–211
for recognition, 169–170
(See also specific programs)
“Pulse” surveys, 34
Quality of managers, 61–62 (See also Manager effectiveness)
Questions, in kibitzing, 29–32
Reality, in devising strategy, 86–87
Recognition, 167–180
from direct boss vs. from organization, 177
expressions of gratitude from leaders, 177–178
giving others the limelight, 20
of high ratings from customers, 178
of Legend Makers, 167–169
at organizational level, 179–180
power of thanking others, 179–180
standard programs for, 169–170
techniques for saying “thank you,” 170–177
Recruiting:
and clear company strategy, 83
core values in, 116–117
of former employees, 155–157
having open mind in, 155
providing positive experiences in, 115
and time off policy, 142–143
using MEI in, 74
(See also New employees)
Red Carpet program, 196
Referrals:
incentives for, 25
recognizing employees for, 175–176
Rehiring employees (see Boomerang employees)
Remote work, 142
Resourcing strategy, 89–90
Respect:
for employees’ career ownership, 159
for family, 150
for others’ cultures (see Cultural respect)
policies for, 113
and trust, 50
in Un-Leadership, 21
Responsibility:
for communications, 41
for driving business, 30
for innovation, 203–204
of leaders, 6
for problems or mistakes, 8, 37–40, 54
for safeguarding culture, 10
for teams, 5
and boomerang employees, 155
and clear company strategy, 83
having open mind in, 155
with open time off policy, 143
and trust, 44–45
Rewards:
bonus program, 116
at organizational level, 179–180
for referrals, 176
for top performers, 167, 169–170
(See also Recognition)
Risk-taking:
encouraging, 67 (See also Manager Effectiveness Index [MEI])
modeling, 207–208
Safety of employees, 125–137
and humanity in leadership, 135–137
links between engagement, loyalty, productivity and, 127
at organizational level, 131–135
in overseas facilities, 125–127, 186–187
speaking up for, 127–131
Sales Management Council (SMC), 35–36
Severance packages, 119
Sinek, Simon, 228
Slogans:
Kronos 5.0, 79–81
UP (Unlimited Potential), 81–84
SMC (Sales Management Council), 35–36
Social media:
mass communication via, 33–34
monitoring comments on, 34
Society of Women Engineers, 132
Souper Bowl, 176
Spending review, 91–92
Strategic vision, team, 54
Strategy, 79–95
for cost containment, 92
devising, 84–89
evangelizing, 90–94
implementing, 94–95
including employees in formation of, 94–95
Kronos 5.0 wrapper for, 79–81
resourcing, 89–90
role of, 82–84
UP (Unlimited Potential) wrapper for, 81–84
Student loan repayment assistance, 115, 147
Subculture of boomerangs, 164–165
Success:
appreciating others’ contributions to, 13–14
of customers, commitment to, 50
Supporting employees:
family-first policy for, 139–141, 150–151 (See also Work-life balance)
manager behaviors associated with, 54, 64–65
in manager-employee relationship model, 67, 69 (See also Manager Effectiveness Index [MEI])
in times of crisis, 117–119, 121–122
(See also Safety of employees)
Take Your Child to Work Day, 100, 197
Talent strategy, 6–7
Team culture, humility in, 24–25
Teams:
challenging and supporting, 54
disrupting, 54–55
evangelizing strategy to, 91, 93
exposure to global contexts for, 191–193
focus on global issues/perspectives in, 190–191
in global enterprises, 188–189
internal awards programs for, 173
local strategies for, 83
modeling behaviors for managing, 76
nourishing trust in, 53–56
recognition offered by, 172–173
setting expectations for, 52
strategic vision for, 54
trust on, 44–45
Thanking people:
creating forums for, 171–172
by leaders, 177–178
power of, 179–180
in projecting humility, 20–21
providing special opportunities for, 173–174
techniques for, 170–177
Thanksgiving luncheon, 176–177
Time off (see Open time off policy)
“Time Well Spent” cartoon, 101–102
Timekeeper Central, 201
Titles, influence limited by focus on, 18
TMO (Transformation Management Office), 65, 209
Training:
for boomerang employees, 157
Building Management Capabilities course, 64
in communication skills, 35
Courage to Lead program, 53–56, 64–65
Courage to Lead:Foundations, 65
Courage to Lead:Jumpstart, 65
in global companies, 185
to improve quality of managers, 61–62, 64–65, 69
for open time off requests, 145
to talk about employees’ personal challenges, 133
for trust building, 53
Transformation Management Office (TMO), 65, 209
Transparency/openness:
assessing your, 108
in communication, 37–41
in customer relationships, 7–8
with customers, 39–40
in Kronos Home, 115
in manager-employee relationship model, 67 (See also Manager Effectiveness Index [MEI])
in managers’ behavioral model, 65
at organizational level, 40–41
(See also Authenticity)
Trust, 43–60
bestowing, 47–50
through caring and kindness, 114
and clear strategy, 83
cultivating culture of, 46–50
as driver of business results, 57–59
earning, 47
in global context, 184–185
institutionalizing, 50–57
in Kronos Home, 114–115
in manager-employee relationship model, 67 (See also Manager Effectiveness Index [MEI])
in managers’ behavioral model, 64
and open time off policy, 144
Truth:
and authenticity, 99
in communication, 37–41
in decision making, 86
United Teen Equality Center (UTEC), 217
United Way, 216
University of Massachusetts at Lowell, 216
University of South Carolina Darla Moore School of Business, 75
Un-Leadership, 11–25
actions in, 19–24
admitting what you don’t know in, 22–23
and codifying humble behavior, 24–25
foregoing of special perks in, 19–20
humility in, 16–18
mentality of, 13–16
remembering respect in, 21
showing gratitude in, 20–21
soliciting feedback in, 23–24
staying in the weeds in, 22
UP (Unlimited Potential) wrapper, 81–84
UTEC (United Teen Equality Center), 217
Vacation time, 142–146 (See also Open time off policy)
Value creation, 7
Valued, making people feel, 179
Values:
culture based on, 66
of family first, 140
in job performance, 116–117
of openness and cultural sensitivity, 184 (See also Cultural respect)
of the organization, 10, 28, 113, 115
underlying leader’s actions, 5–6
Verticalization of sales, 48–49, 88–89
Videos:
addressing employee concerns in, 129
mass communication via, 33
Virtual Torch Walk Around the Globe competition, 100
Volunteer opportunities for employees, 217, 223
Welcoming workplace:
for boomerang employees, 154
creating, 41–42
in global companies, 194
standard for, 128
Women in Business, 195
Women in the workforce, 132, 195
Women’s Leadership Forum, 132, 195
Work:
embedding charitable efforts into, 222
passion for, 84
remote, 142
Workforce Dimensions, 48, 81, 201, 204, 206–211
Workforce Home, 97–98
Workforce Innovation That Works, 1
The Workforce Institute at Kronos, 156, 171, 177
Working remotely, 142
WorkInspired, 5, 64, 182–184, 190, 222–223
Work-life balance, 139–151
family-first culture for, 139–141, 148–151
flexible work arrangements for, 141–148
leaders’ and managers’ role in, 148–150
in manager-employee relationship model, 67 (See also Manager Effectiveness Index [MEI])
Workplace:
amenities in, 99–101
cartoon about managing, 101–102
current fluidity in, 161
link between strategy and, 82–83
that inspires achieving excellence, 114
welcoming, 41–42, 128, 154, 194
(See also Company culture)
Workspaces, innovative, 204
Youthfulness, 214–215