Four new books focus on: how gratitude can improve morale, efficiency and profitability; strategies to reduce organizational griping; a new approach to maximize the customer experience through a holistic approach, and how to better measure the value of human capital.
A series of new books are now available on how to humanize the workplace.
In Chester Elton and Adrian Gostick’s new book, “Leading With Gratitude
,’ the authors share research that shows that “gratitude boosts employee engagement, reduces turnover, and leads team members to express more gratitude to one another—strengthening team bonds.” The authors assert that studies “have also shown that gratitude is beneficial for those expressing it and is one of the most powerful variables in predicting a person’s overall well-being—above money, health, and optimism.” As an example, the authors site the WD-40 Company, whose leadership “gave thousands of managers training in expressing gratitude to their employees” and, as a result, “saw record increases in revenue.” The authors share eight ways that managers can show employees they are valued.
They highlight leaders such as Alan Mulally of Ford and Hubert Joly of Best Buy who they say have successfully incorporated the practice of gratitude into their leadership roles. The authors believe that showing gratitude “isn’t just about being nice, it’s about being smart—really smart—and it’s a skill that everyone can easily learn.” Elton and Gostick are the principles of The Culture Works
, a culture advisory firm, and are well-known public speakers and authors.
Turning Complaints Into Culture Change
In “How to Create a ‘No Complaining’ Organizational Culture…And Why it Will Be Good for Everyone
,” author Scott Maurer provides what he says is a practical system that everyone in all levels of and organization can follow to pursue healthy sustainable culture change. Mauer is founder of Remedium Solutions
, a culture advisory service. His approach focuses on teaching employees to recognize that frequent complaining among employees is a signal for the need for immediate culture change. The author argues that when complaining is addressed proactively, organizations can enjoy an increase in productivity, creativity, problem solving, employee health, morale, retention, engagement, and more. The book offers advice on how to focus on problem-solving, hold productive conversations to reduce tension, better understand relationship dynamics; streamline and align communications; improve self-awareness and emotional health, and establish formal or informal peer support structures to create a sense of purpose, loyalty, and employee well-being.
The Convergence of Customer and Employee Experience
The new book, “In the Center of Experience: The Blueprint for Creating an Experience-Led Enterprise
,” asserts that business is at an “inflection point in the relationship between brands and their audiences, where customers and employees are demanding better and more valuable experiences.” Author Greg Kihlstrom, President and Chief Experience Officer at Cravety
, an agency focusing on employee and customer experience, says that “companies must keep up with this demand in order to remain competitive.” This, he says, includes competition for both customers as well as employees. He believes that organizations that start the customer experience process internally have the greatest potential to achieve long-term benefits.
The book is designed to provide a blueprint for organizations to implement a center of excellence incorporating brand experience, including the customer and employee experience. The book covers the following elements: brand, governance, culture, platform, measurement, and environment. The author provides recommendations on how organizations can implement their own “Centers of Experience” and how to measure success.
The ROI of People
, Senior Director of CFGI, a financial advisory company, argues for more focus on the value of human capital in business valuations. In his book, “The New ROI: Return on Individuals
,” he points out that while many executives say that people are their organizations’ No. 1 assets, he believes that when it comes to valuations, most organizations put more value on patents and trademarks than on people. The book explores ways to put more quantifiable value on the value of human capital. This includes strategies to promote greater workforce value by creating “difference makers,” increasing employee success, improving happiness, reducing the impact of toxic employees, generating innovation through trust, embracing and improving corporate culture, and much more. Author Dave Bookbinder and over 20 collaborators share strategies to achieve these goals and new ways to quantify the value of human capital.
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