Why Should Anyone Work Here?: What It Takes to Create an Authentic Organization, by Rob Goffee, Gareth Jones
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Why Should Anyone Work Here?: What It Takes to Create an Authentic Organization, by Rob Goffee, Gareth Jones
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Imagine designing the best company on earth to work for . . .What would that company be like? How would you build and sustain it? As a leader, you need to know. In the past, businesses made people conform to the organization’s needs. But the old paradigm has shifted. Now leaders must transform their organizations so that they attract the right people, keep them, and inspire them to do their best work. How do you create a culture people want to belong to?In this powerful and necessary follow-up to the classic Why Should Anyone Be Led by You?, leadership and organizational sages Rob Goffee and Gareth Jones identify and illuminate the six key organizational attributes to do just that. In separate chapters, they delve deeply into each one:1. Let people be themselves2. Practice radical honesty3. Magnify people’s strengths4. Stand for authenticity (more than shareholder value)5. Make work meaningful6. Make simple rulesWith vivid stories and examples from global companies, the authors illustrate the kind of strong, attractive workplace culture that leads to sustained high performance. They also provide ways of assessing how your company is doing and describe the tensions and trade-offs that leaders must manage as they transform their organizations.Why Should Anyone Work Here? is the question all contemporary organizational leaders must constantly ask themselves if they want to survive and thrive in the new world. This book will help them answer that question.
Why Should Anyone Work Here?: What It Takes to Create an Authentic Organization, by Rob Goffee, Gareth Jones- Amazon Sales Rank: #481385 in eBooks
- Published on: 2015-10-13
- Released on: 2015-10-13
- Format: Kindle eBook
Review “Some of the best material addresses employee development, the most concrete way to help workers become their best selves.” — Inc.“… an essential guide for creative leaders wanting to transform their workplace and enable people’s best selves, including their own, to emerge.” — Forbes, Top 10 Creative Leadership Books Of 2015“[this book] finally gives us a deeper look into what people look for in their workplaces in order to thrive and feel they are bringing the best and highest selves to the work they do each day.” — Forbes“5 management books you wish you could give your boss for the holidays. Number 1: Why Should Anyone Work Here?” — Inc."I hope people embarking on their careers, middle managers and frustrated staff will read this book as readily as directors. It gives everyone a 'voice' diagnostics and a rationale to make companies the systematised forces they need to be, by recognising the motivation of human beings to want to work rather than having to work. Five-star recommendation from me." — Management Today“Why Should Anyone Work Here? is the eagerly anticipated follow-up to the pair’s 2006 business bestseller, Why Should Anyone Be Led By You? It shifts the focus from individual leadership to broader organisational failings." — People Management Magazine“When Rob Goffee and Gareth Jones wrote Why Should Anyone Be Led By You?, it became a bestseller… This new book, Why Should Anyone Work Here…builds on that previous work.” — The Financial Times“…six research-based and action-oriented keys for practicing authenticity, nurturing people and succeeding with the fundamentally social challenges of leadership.” — David Slocum, FORBESADVANCE PRAISE for Why Should Anyone Work Here?:Herminia Ibarra, professor, INSEAD; author, Act Like a Leader, Think Like a Leader—“Goffee and Jones have a knack for asking the right questions at the right time. The workplace as we know it is broken, and no amount of personal, ‘authentic’ leadership is going to fix it. A primer on what it will take to build organizations where people can truly be their best, this book is a must-read for anyone concerned with attracting the best talent and fostering their creativity.”Franz Humer, Chairman, Diageo; former Chairman, F. Hoffmann-LaRoche—“A great sequel to Why Should Anyone Be Led by You? This book lifts the discussions about authentic leadership and what makes for the best possible organization to a new level. A must-read for all CEOs.”Costas Markides, professor, London Business School—“If you were to design the best workplace on earth, what would it look like? You can find the answers to this question in this wonderful book. Why Should Anyone Work Here? is full of inspiring examples, intellectual wisdom, and practical advice on how to design an organization that brings out the best in its people. It is bound to become required reading for any senior executive.”Chantal Gaemperle, LVMH Group Executive Vice President, Human Resources and Synergies—“The combination of the right products with the right people drives a brand’s success. After showing that leadership is not given but earned in Why Should Anyone Be Led by You?, Goffee and Jones now demonstrate that to complete the equation, a leader must build and shape the right organizational culture to stimulate creativity and ensure long-term success.”Belmiro de Azevedo, former Chairman and CEO, Sonae—“Goffee and Jones have taught us much in the last two decades about how to be outstanding leaders. And it is our job as leaders to create the distinctive cultures that will attract and foster talent and leadership. In this book, they show us how to do this, clearly demonstrating, as no one has before, the key importance of a few simple cultural traits in order for companies to be great.”
About the Author Rob Goffee is Emeritus Professor of Organisational Behaviour at London Business School, where he teaches in the world-renowned Senior Executive Programme. Gareth Jones is a Fellow of the Centre for Management Development at London Business School and a visiting professor at Spain’s IE Business School in Madrid. Goffee and Jones consult to the boards of several global companies and are coauthors of Why Should Anyone Be Led by You? and Clever, both published by Harvard Business Review Press.
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2 of 2 people found the following review helpful. Attracting and Keeping Fully Engaged Employees By John Chancellor There are two separate but powerful forces that require employers to be more concerned with creating a place where workers want to work, where workers are truly engaged. It was not that long ago that companies could adopt a “my way or the highway” attitude towards employees. That attitude guarantees you will migrate to the lower ranks of employers.The second factor is the commoditization of products and services. A few years back, it was easy to differentiate your products or services and sell based on some distinct difference. In the current competitive environment, it is becoming increasingly important to provide a difference experience for the consumer. Providing an amazing experience for your product or service requires that you have fully engaged and highly motivated employees.That means you will need to answer the question: Why Should Anyone Work Here? For the highly qualified prospective workers, the current employment environment is a very level playing field. Prospective employees are demanding much more than a good salary and a handful of benefits. They want to make a difference. They are looking to find meaning in their work.Rob Goffee and Gareth Jones, authors of Why Should Anyone Work Here? completed extensive research in writing this book. Their work is based on interviews, company workshops they have conducted and their consulting assignments. They provide many real world examples to support their positions.The result is a well-organized and logically presented structure for companies to create an authentic workplace that will attract and keep highly qualified and engaged employees. Their writing is very conversational and easy to comprehend. Their insights are extremely valuable for anyone wishing to build a stronger organization.I was provided a review copy of this book.
2 of 2 people found the following review helpful. "If you put fences around people, you get sheep. Give people the room they need.” William L. McKnight (1924) By Robert Morris McKnight made that remark when he was chairman and CEO of 3M. I selected it to serve as the title of this brief commentary because it correctly stresses the importance of establishing and then nourishing a workplace culture within which personal growth and professional development are most likely to thrive. It is no coincidence that most of the companies annually ranked among those that are most highly admired and best to work for are also annually ranked among those that are most profitable and have the greatest cap value in their industry. Presumably Rob Goffee and Gareth Jones had all that clearly in mind when selecting the abundance of valuable information, insights, and counsel they provide in this book.Their primary objective is to prepare as many executives as possible to help their organization to become or remain “authentic.” More specifically, "In our research we found three characteristics that seem to consistently differentiate what we regard as authentic organizations: they possess a sense of identify; they obsessively live their values; and their leaders model the company's values." Over the years, it has been my pleasure as well as privilege to work closely with the leaders of several such organizations and I can personally attest to the authenticity of those three characteristics.These are among the several dozen passages of greatest interest and value to me, also listed to suggest the scope of Goffee and Jones’s coverage in Chapters 1-6:o A New World of Work (Pages 4-8)o Why Do People Work Here? (8-10)o Challenges to Overcome (13-17)o Differences -- Not Just Diversity (23-25)o To Conform or Not to Conform? (30-36)o Foster High Work Engagement and Commitment (38-40)o Boost Creativity, Innovation, and Productivity (40-44)o Build a Robust Leadership Pipeline (44-47)o What Makes Honesty "Radical"? (53-56)o Why Be Honest? (58-63)o Valuing Value (77-79)o What Is Value and How Is It Added? (80-87)o Defining Authenticity (103-115)o What Makes Work Meaningless?, and, What Makes Work Meaningful? (124-138)o What people generally value most (151-162)I commend Goffee and Jones on their skillful use of several reader-friendly devices, notably "Action Points for Leaders" and "What Organizations Can Do" sections in each of the first six chapters. This material serves three separate but interdependent functions: It stresses the most important take-away points; it creates an interactive relationship between the reader and the material; and finally, it facilitates, indeed expedites frequent review later of the material that each reader deems most relevant to the needs, resources, and objectives of the given organization. Goffee and Jones also include seven diagnostic exercises with regard to differentiation, radical honesty, adding value, standing for something real, meaning, simple rules, and authenticity. Shrewd readers will highlight key passages and will also have a lined notebook near at hand in which complete these assessments (or notes they evoke) as well as to record questions, comments, page references, and reminders.Obviously, no brief commentary such as mine could possibly do full justice to the valuable insights and counsel that Rob Goffee and Gareth Jones provide in this book but I hope that I have at least indicated why I think so highly of it. Consider their concluding remarks: " Take a close look at your organization and ask the all-important question: Why should anyone work here?" If you are uncomfortable with your response, seize the opportunity to apply what you have learned from this book and enlist others to join you in collaborative efforts to make your organization one that you want to work for but also one that attracts others who can help make it even healthier. Channeling Hillel the Elder, I add my own questions to ponder: If not now, when? If not you, who?
1 of 1 people found the following review helpful. How to create a highly desirable workplace By John Gibbs A fundamental shift is indeed taking place all around us: more and more, today’s businesses find that, rather than asking or forcing individuals to step into line with the organization’s needs, they must adapt and transform themselves to attract the right people, keep them, and inspire them to do their best work, according to Rob Goffee and Gareth Jones in this book.So what are the key elements of a highly desirable workplace? Based on their extensive research, the authors have concluded that there are six broad imperatives:• Difference: an organization which allows individuals to express the ways in which they are different and how they see things differently• Radical honesty: letting employees know what is really going on• Extra value: an organization which develops and adds values to employees• Authenticity: an organization which stands for something that employees can be proud of• Meaning: where day-to-day work has real significance; and• Simple rules: where the same sensible rules apply to allThese attributes of good places to work are not particularly surprising, but they are quite difficult to implement. Many of the example organizations cited by the authors rated highly on one or more of the attributes, but not all of them. Nevertheless, the book provides a useful framework for those seeking to improve their organization’s standing as an employer of choice.
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