Books
Great Place to Work® has been providing thought leadership for over 30 years. Our research on what the best workplaces do to attract, develop and retain their talent has provided organizations around the world with roadmaps and inspiration.
Our most recent books can all be purchased on Amazon or you can contact us for bulk orders.
In the latest book from Great Place to Work®, author and Global CEO Michael C. Bush explores a new definition of what it takes to make an organization great FOR ALL™ – for business, people and the world.
Today’s business climate is defined by speed, social technologies, and people’s expectations of “values” besides value. As a result, leaders have to create an outstanding culture for all, no matter who they are or what they do for the organization. This groundbreaking book, from the creators of the gold-standard Fortune 100 Best Companies to Work For® list, shows how it’s done.
Through inspiring stories and compelling research, the book demonstrates that great workplaces benefit the individuals working there and contribute to a better global society as they outperform in the stock market and grow revenue three times faster than less-inclusive rivals. This is a call to lead so that organizations develop every ounce of human potential.
In this follow-up guide to The Great Workplace, experts from Great Place to Work® reveal the most common excuses managers use for why they can’t create a great workplace.
Authors Jennifer Robin and Michael Burchell poke holes in every single excuse. Whether the reasons involve the organization’s leadership, employees, environment, or any other factor, the authors explain that if managers lead people properly, they can create a great workplace. They explore how managers can interrupt their own negative thought patterns and instead create lasting change, and they describe how great workplaces have surmounted very real difficulties with aplomb.
Creating a place where people want to work and want to succeed is the primary key to success for every manager. No Excuses shows that managers in any organization can transform their workplace—if they’ll only get out of their own way first.
The Trustworthy Leader reveals the benefits organizations enjoy when trustworthy behavior is practiced consistently by their leaders.
Drawing from examples from Best Workplaces™, Amy Lyman, cofounder of Great Place to Work®, explains that being trustworthy means that leaders’ behaviors are rooted in their commitment to the value of trust and not simply in an imitation of the practices of others.
She identifies six elements that reflect a leader’s trustworthiness: honor, inclusion, engaging followers, sharing information, developing others, and moving through uncertainty to pursue opportunities.
- Features leaders from great companies such as REI, Wegmans, R.W. Baird, TDIndustries, and more
- Based on more than 20 years of rigorous research into the value of trust in companies large and small and its link to financial and organizational performance
- Published to coincide with the release of the FORTUNE 100 Best Companies to Work For® 2012 list
This book offers a key to developing high levels of trust, a critical endeavor in an age when seemingly every day a story of a leader’s lapse in ethical behavior makes headlines.
In this book, the authors explore the model of a great workplace – one where people trust who they work for, have pride in what they do, and enjoy the people they work with.
They answer the fundamental question, “What is the business value of creating a great workplace?” and brings the definition of a great workplace to life with anecdotes, best practices, and quotes from employees working at the Best Workplaces™ in the U.S.
- Reveals the essential ingredients in and the trends of the Best Workplaces™
- Explores the Trust Model™, developed in 1984 and validated through its enduring resonance in both the United States and over 60 countries around the world
- Written by Michael Burchell and Jennifer Robin, two Great Place to Work® insiders
If your organization is struggling with the challenges of leveraging human capital, discover why some companies have what it takes to be great.