8 Qualities Shared by Top Companies

What are the qualities shared by top companies? Additionally, what is it about them that makes them a top place to work? How are they different from others in the same industry?

Three major organizations that put out annual lists of “top companies to work for” are Forbes, Fortune, and Glassdoor. Seen below are the criteria and methodology used by each to make these lists:


Through surveys Forbes gathers responses against the following criteria:

  • Willingness to recommend their own employers to friends and family
  • How their current employer compares to other employers in the industry
  • Company image
  • Economic footprint of the company
  • Talent growth and development
  • Diversity and Inclusion
  • Social responsibility


Also through surveys, Fortune gathers responses against the following criteria:

  • 85% of the survey is an evaluation of trust and opportunity to reach their full human potential
  • The remaining 15% covers:
    • Daily experiences of company values
    • Ability to contribute new ideas
    • Leadership effectiveness


Unique to Glassdoor, current and past employees can rate a company against the following criteria at any time:

  • Culture & Values
  • Diversity & Inclusion
  • Work/Life Balance
  • Senior Management
  • Compensation & Benefits
  • Career Opportunities
  • Also gathered is information on
    • CEO approval
    • The outlook of the business
    • If they would recommend the company to a friend.

Top Companies Appearing on Multiple Lists

  • Microsoft
  • Apple
  • Adobe
  • Hilton
  • Wegmans Food Markets
  • Cisco
  • Salesforce
  • Stryker
  • Hubspot
  • Delta Airlines  

8 Qualities Shared by Top Companies

Looking over these top companies, we see that they share a common set of qualities. These qualities include:

Competitive Pay & Benefits

Naturally, companies need to provide the pay and benefits needed to meet the team’s needs. It’s important to note that top companies always keep their pay and benefits competitive. In fact, they often lead the market in these areas to attract the best talent.

Work/Life Balance

Top companies understand the importance of balancing life and work. They also make space for people to tend to the other things in life that are important. They make sure to give enough time to recharge during evenings and weekends.


There is peace of mind that comes from knowing your job/company is stable. To create a great culture the team needs to feel this staying power is there.

Culture & Values

Another feature of high-performing cultures is that they are the result of an engaged culture. Also, these companies create environments where team members want to come to work. These team members are committed to the organization’s values and goals.

Diversity & Inclusion

At top companies; all are welcome. Another way to put it is that you can bring your “whole self” to work every day. Also, you know that your unique contribution will be valued and celebrated. Both the workforce and leadership reflect the communities they serve.

Opportunity to Grow & Develop

A top concern for team members is the opportunity to grow and develop. It’s understood that learning is a strong pathway to raising engagement. Great companies want to keep their team learning and engaged.

Altruistic Purpose

Additionally, companies with highly engaged workforces have an altruistic purpose. They exist for something bigger than profits. Also, their team members live and breath that purpose.

Trust in Leadership at all Levels

Team members need to know that senior leadership cares about them. Trust in leadership at the lower levels is also critical. All leaders need the skills to lead the people and manage the business. 

How Top Companies Perform

Top companies have highly engaged workforces. This means that on average these companies are:

  • 21% more profitable
  • 17% more productive
  • And see revenue increases 4x as fast as the competition

Learn more about why employee engagement matters HERE.


There are 8 qualities shared by top companies, these include:

  • Competitive Pay & Benefits
  • Work/Life Balance
  • Stability
  • Culture & Values
  • Diversity & Inclusion
  • Opportunity to Grow & Develop
  • Altruistic Purpose
  • Trust in Leadership at all Levels

Many companies considered “top places to work,” are within the technology, travel, and retail industries. These companies have created cultures that motivate their team members to reach their highest potential. I talk more about how this can be done HERE.

Additionally, top places to work are more profitable and productive than the competition. Employees are more likely to want to work there and less likely to leave. They are also more willing to put in extra effort while on the job. It’s worthwhile to cultivate these things as a business. Similarly, for individual job seekers it’s worthwhile to seek out these kinds of workplaces.

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What are the 5 Stages of Burnout?

Burnout can creep up on the best of us. You start a new job or project, realize that it’s going to be a challenge and buckle in eager to crush it. Slowly your motivation starts to slip away and the stress of your undertaking sets in. Your usual coping mechanisms – eating well and working out after work – are replaced by vending machine snacks and late nights at the office, catching a few Z’s when and where you can. Eventually, it becomes hard to get out of bed in the morning and go to your job, and all that motivation and energy you once had has melted away.

Does this sound like you? Because it sounds a lot like where I’ve been in the past.

The 5 Stages of Burnout

Stage 1: Honeymoon Phase

When we start a new job or project, we are often excited, energized, and committed to proving ourselves. This stage is characterized by creativity, high productivity and a big dose of optimism. As the stress starts to build, you’ll need positive coping mechanisms to stay in this stage.

Stage 2: Onset of Stress

Stress begins to manifest physically, emotionally, and mentally. Anxiety, fatigue, headaches, irritability, lower productivity, and much more starts to creep out signaling that you are no longer managing the stress well.

Stage 3: Chronic Stress

This stage is characterized by apathy, cynicism, anger, panic, a lack of control, escapism, exhaustion, and procrastination. The motivation from the honeymoon phase has melted away and you are now simply surviving.

Stage 4: Burnout

All the above symptoms become further exacerbated. Often personal needs go unaddressed, escapist activities (binge eating, drinking alcohol, etc.) continue to spike, your outlook becomes pessimistic, the urge to isolate becomes stronger, and a sense of emptiness and depression starts to well up.

Stage 5: Habitual Burnout

After being in a state of burnout for a sustained period you slip into this stage. Fatigue, both mental and physical, starts to chronically take over. Sadness and depression become your dominant feelings, and all love for your craft is gone.

Avoiding Burnout

I’m happy to tell you that burnout isn’t inevitable; if you see the warning signs early. The goal is to stay in the “Honeymoon Stage” for as long as possible without letting the stress overwhelm you. How can we do this? By ensuring we take care of ourselves!

  • Set boundaries with when and how long you are willing to work.
  • Ensure you get enough sleep (typically 7-9 hours a night).
  • Eat a healthy, balanced diet and stay hydrated.
  • Get moving! It’s recommended that adults get 2.5 hours of moderate intensity activity weekly.
  • Consider meditation and/or yoga to stay centered.
  • Make sure your hobbies are “refilling your bucket.”
  • We’re social creatures; make time for friends and family.

What if these things start to slip?

If you start to see your health and relationships declining that’s a sure sign that you’ve slipped in to the second stage of burnout “Onset of Stress.” If you find yourself in stage 2, it might be time to talk with your boss about the fact that you’re starting to feel the onset of burnout. They may be able to help you course correct, especially if they want to retain you. This might not always result in a positive outcome but at least you’ve communicated that you’re struggling and given them the opportunity to make adjustments before simply leaving.

But what if nothing changes and you feel yourself slipping into stage 3 “Chronic Stress” with no glimmer of hope on the horizon? Then it’s time to get out. I mean it; these things are the basics and no job is worth compromising on them unless you truly have no other choice. I say “truly” here because I bet you do have a choice, you can schedule a call with me HERE if you want to talk it through (30-minutes, free).

If you’re already in the “Burnout” or “Habitual Burnout” stage

These stages can be crushing to your physical, mental, and emotional health. Often when we’re in a state of full-blown burnout or habitual burnout we’re nursing depression, anxiety, a lack of motivation, poor eating and sleeping, and a variety of other things. We’re often too exhausted to make time for others and the people we need most in our lives may start to distance themselves. It can get really ugly, really quick.

To put it frankly; it’s not worth it to stay at a job that’s toxic. I have a great article on this topic for my patrons HERE. It may feel like things can’t get any worse when you’re in a state of burnout but I promise you they can and they most likely will. Cut your losses and move on as soon as you can and focus on your wellbeing.


  • The 5 stages of burnout are:
    • Honeymoon Phase
    • Onset of Stress
    • Chronic Stress
    • Burnout
    • Habitual Burnout
  • Avoid burnout by staying in stage 1 or the “Honeymoon Phase”
    • Do this through a focus on boundaries and self-care.
  • If you start to see yourself slipping in to stage 2 “Onset of Stress” it’s time to talk to your boss and make sure they know you’re struggling
  • Suppose nothing changes and stage 3 “Chronic Stress” starts to rear its head, it’s time to GET OUT if you can.
  • On the chance that it’s too late and you’re already in “Burnout” or “Habitual Burnout” then it’s become even more critical that you make a change. Lean on Worklife Pathways to help you.

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Why Employee Engagement Matters

I’m sure you’ve seen these employee engagement statistics before… and they are staggering. 

Nearly 2 out of 3 employees are not committed to the goals of the organizations they work for. If we think in terms of a sports team that means the majority of the players don’t care if the team wins or loses. Even more concerning is the idea that one or more team members actually wants the team to lose, and will work to help make that happen. That’s not a team I would want to be a part of!

Organizations that understand the importance of culture and employee engagement see loads of rewards in terms of profitability, retention, attraction, productivity, and so much more. To go back to our original sports analogy; they are more likely to win the game! 

After all, if we’re going to play shouldn’t we play to win? 

2021 Trends & Their Impact on the Workplace

Each year brings new changes to the workplace, and 2021 will be no exception. In fact, I predict there will be eight 2021 trends to look out for. Many of these will change the world of work dramatically:


After being cooped up for over a year, team members are now ready to get out into the world. Many have already been planning their next dream vacation or outing, just waiting for their opportunity.

Remote Work

Companies previously hesitant to let their team members work from home had to give it a try in 2020. Now, both organizations and team members know that their work can be done away from the office. With that comes a big dose of freedom!


A public health crisis is quick to illuminate the many gaps in wellness within the American workforce. Team members will expect to have the time to get enough sleep, experience deep relaxation, and practice daily affirmations.


The minimalist look is all the rage this year, with team members wanting their spaces to be free and uncluttered. This approach helps to quiet the mind and create a sense of much needed calm after a storm.

Smart Design

People are downsizing and looking to maximize their space. They do so with smart design elements like “Cloffices” (closet offices) and room dividers that double as bookshelves. After all many families have had to get creative with everyone being bunched at home together for months.


From our clothing to our workspaces we value comfort more than ever now. We’re so used to wearing pajama bottoms and slippers just out of camera view…

Being Bold

You start to see everything in a new way when your entire routine is disrupted. Out of that comes an opportunity to innovate! Team Members will be eager to share all these ideas bouncing around in their heads.


Many of us experienced the loss of a loved one within the last year. Relationships mean more to us than ever before. After all, connection with others is special and finite. Team members will want the opportunity to be present for the people in their lives.

What Does This Mean for the Workplace?

If the work can be done remotely; let it

Many jobs simply do not need to be done in an office setting, we have so many tools available to us now that “the office” is wherever we happen to be working. Allowing team members to work remotely saves them the lost time of a commute and affords them the opportunity to live wherever their hearts desire. This is a HUGE benefit to offer your team, and one that will act as a powerful retention and attraction tool.

Give ample time for wandering

With that wanderlust comes the need to travel and go on new adventures. If the work can be done remotely then wanderlust can be naturally addressed by allowing the team member to work wherever there is a WiFi connection. If the work can’t be done remotely, ample vacation time will be necessary to prevent employees from becoming antsy and disengaged.

Focus on balance

The old format of commuting two hours a day and working 10+ hour shifts at the office is rapidly dissolving. Team members want balance as they have reevaluated their lives over the course of the pandemic; workaholism to the detriment of family and health is no longer something to be celebrated. Make sure your team has time to take breaks, unplug during the weekends, eat dinner with their families, and carve out time to eat well, exercise, and get enough rest. Check out this WorkLife Pathways article for more information on balance HERE.

Design your workspaces to be minimal, calming, comfortable, and thoughtfully designed

For those that are unable to work from home (or on the road!) 100% of the time, it’s recommended that employers create workspaces that invite people in and make them feel cozy and welcome. The trend right now is “Japandi” aesthetic which is a blend of Scandinavian and Japanese décor. This means lots of clean, neutral color schemes with wood integrated wherever possible. Maximize space through efficient design and you have a recipe for happy workspaces.

Relax your dress code

The stuffiness of the office needs to be a thing of the past; clothing should be comfortable with a touch of professionalism. Relax your dress code down to “casual Friday” every day so people can come as their own unique selves. After all, many of us have gotten very used to wearing pajama bottoms and slippers just out of sight of our cameras during zoom meetings!

Foster an entrepreneurial mindset in your team

All the recent disruption has allowed people to think more outside of the box. Team members have all sorts of ideas as a result and they will be looking to put them in to action. It’s critical that leaders and employers provide them the opportunity to innovate and take calculated risks. If they don’t, team members might just take that creativity elsewhere…

Make space for connections in and out of work

It’s become very apparent that the people in our lives are of the utmost importance, and that our time together is limited. Employers will need to ensure that team members are able to prioritize relationship needs over work as this will be the expectation of the team member after a traumatic year. Be flexible, and make space for connections within the office to flourish as well.


2021 will be marked by a rise in the need to:

  • Explore
  • Be free to work outside the office
  • Focus on wellness
  • Enjoy minimalist and thoughtfully designed workspaces
  • Be comfortable
  • Innovate
  • And prioritize the people in our lives

Employers that want to attract and retain top talent will need to make space for all the above. Robust PTO and remote working options will need to be available, the 30 to 40-hour workweek will need to be adopted, and workspaces will need to be designed with peace and coziness in mind. Dress codes will need to become laxer, space for innovation and risk taking will need to be created and held, and relationships need to be viewed as a top priority. The 2021 worker wants freedom and comfort, as well as the ability to live a balanced life while working creatively. It’s a whole new year; let’s leverage these changes for success!

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How a Servant Leader Drives Engagement

A servant leader differs from that of a traditional leader. Where a traditional leader will usually use a top down approach to leading, servant leaders work in reverse. The servant leader spreads power across the team and puts the needs of the team before their own. They will focus in on the growth and wellness of the team and communities they area a part of. The servant leader looks at themselves as in service to the needs of the team.

Servant leaders show many key characteristics:


Servant leaders empower those they lead to reach their full potential. This requires that they create an engaged culture that is fully in sync with the purpose and values of the business. Empowered employees are given clear direction on what needs accomplished and they understand what part they will play. They are also given the trust and support of their leader to reach that accomplishment, without micromanagement. Employees who feel empowered will naturally solve problems and bridge gaps when they see them, and they will be unafraid to speak openly and honestly with their leader and team.

Standing Back

All too often in traditional leadership we see managers taking credit for all the work done by the team. Not with servant leadership! Here, the accomplishments of the team and individual team members are celebrated, and the leader’s contribution takes a back seat. It’s never “look what I’ve accomplished” it’s “look what we’ve done as a team.” A servant leader shines the spotlight on their team and makes them feel accomplished and valued.


Servant leaders are humble, they know that they are no more or less important than those who work below them. This shows in how they communicate to their team. For example, a humble leader will be more open to feedback and more willing to admit when they have made a mistake. Leaders without humility will often be unable to course correct when a mistake has been made for fear of losing face. By contrast, the servant leader can admit a mistake and ask for help from the team.


This goes back to the idea of “practicing what you preach” or “walking the talk.” A traditional leader may have expectations of their team that they don’t meet themselves. Or, they may show one set of values at work and a contradictory set outside of work at team building events or on their social media profile. This creates a trust issue with the team, where what their leader says they value and what they show they value are in conflict. By contrast, a servant leader is consistent in their values in both personal and professional life.  


Servant leaders have the courage to take a risk and they encourage their team to do so too. They are not afraid to fail as they see this as a learning opportunity, and their team approaches failure the same way. This creates the space needed for innovation! In this space the fear of failure is kept in check and everyone will be less timid and more willing to take calculated risks if the reward is worth it. Courage modeled by the leader will also help communication to flow freely within the team so that good ideas can become great.  


The best leaders are good role models, and servant leaders are no exception. They will hold themselves to the same standard they hold their team to. The culture of the team will be one in which everyone owns their choices and actions and doesn’t seek to blame one another. In this environment each team member knows what is expected of them and knows that they will be held accountable for the result. People want to know what the cause and effect of their actions will be; it creates a sense of stability and predictability.  

Interpersonal Acceptance

Servant leaders seek first to understand rather than be understood. This results in better listening within the team, and better overall conversation. From a diversity and inclusion angle this also creates a sense of acceptance within the team that members are free to be themselves. When team members feel this way, they can speak freely and without fear of being judged for their perspective. Servant leaders not only model this in their communication with the team but they expect it across communication within the team.


Perhaps most importantly; servant leaders are committed to something much bigger than themselves. They are in service to a purpose or community that is near and dear to their heart and values. Team members who share a similar commitment will be inspired by this leader and committed to the cause. Both the leader and the team understand that their role is to grow that cause or make that vision a reality. Their needs are subordinate to the needs of the greater cause; this is where self-actualization can really happen.  

Driving Engagement

Taken together servant leaders help to create an environment where employees who have their basic needs met can then have their psychological needs met. They do so by empowering the team to grow, giving them credit, making sure they have a voice, and that they act in accordance with their values. Additionally, they create space for innovation, they know what is expected of them, they support one another, and they are committed to the purpose of the organization. This last bit- the commitment to something bigger- that’s where the magic happens. Employees who have all of this will truly align with the purpose of the organization and flourish themselves; resulting in great work and a better community.


Servant leadership is:

  • All about serving the team so they can reach their full potential and further the higher purpose of the organization.
  • They create an environment where they psychological needs of their team can be met.
  • This is done by:
    • Empowering the team to grow
    • Giving the team credit for wins
    • Making sure they have a voice
    • Supporting the team acting in accordance with their values
    • Creating space for innovation
    • Letting the team know what is expected of them
    • Fostering a culture of support
    • Ensuring commitment to the purpose of the organization
  • Servant leadership is one of the strongest mechanisms for creating highly engaged cultures and high-performing teams. Don’t underestimate it!

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Maslow’s Hierarchy of Employee Engagement

How do you foster employee engagement? How do you know the best way to motivate an employee to be more productive? What about team building; what’s getting in the way of those connections? The answers are all in the pyramid above; Maslow’s Hierarchy of Needs.

Employees, teams, and organizations are all operating at a different level of this hierarchy and at different levels of employee engagement. Some team members might have all their basic needs met and next want to meet their need for belonging. By contrast, others might be unable to pay their bills with the wage they make. Because of this we must meet people at the level they are at on the hierarchy. If we do not then efforts to motivate and engage will not be effective. I often use the example here that if someone is unable to pay their bills and they feel unsafe at work a team building exercise is going to fall flat. Why? Because they are not operating at that level.  

Getting Started: Basic Needs

Where to start? Let’s start at the bottom; we must begin by addressing the most basic needs of an employee. Only then will we have any hope of creating an engaged team. Employees who are not having their basic needs met will be the ones most likely to be actively disengaged. This means that they will actively work against the purpose and goals of the business. These are the employees who are giving food away for free, sneaking money from the register, and calling out “sick” on the busiest night of the week. In the white collar world, these are the employees who do the bare minimum to not get fired. They show up late and leave early. They waste time at their desks looking at social media. These employees will jump at the chance to talk trash about the company.

What is needed to no longer be actively disengaged?

  • Food and water (aka money to eat and feed your family)
  • Shelter (aka the money to pay your rent and live in a safe and secure location)
  • Rest (aka time to recover and get enough sleep)
  • Equitable treatment of workers (aka fair application of rules)
  • Job security (aka not in fear of job loss)
  • Safety
  • Medical Coverage (aka can go to the doctor when needed)

These are folks who will feel neutral about the organization, their job, and their coworkers. They aren’t likely to steal time or miss deadlines. That said, you can be sure that they won’t be going above and beyond.

Moving From Neutrality to Engagement

To move from neutrality to actual engagement more is needed:

  • Comradery (aka connection to your coworkers)
  • Inclusivity (aka you can bring your whole self to work)
  • Lack of office politics (aka no favoritism)
  • Culture of collaboration and respect (aka fair chance to contribute and have your ideas respected)
  • Reasonable independence (aka not micromanaged)
  • Fair and effective performance management (aka you know where you stand in terms of your performance)
  • Opportunity to grow and develop

These are the employees who will go above and beyond. They will feel energized by their work and have a clear line if site to the top goals of the organization. They will also see how their contribution helps make those goals a reality. These employees will feel a sense of balance in their lives between work and home, see a previously posted article on this here: https://worklifepathways.com/2021/02/26/the-workplace-of-the-future/.

Outlined below is the “anatomy of an engaged employee”:

The Next Level – High Engagement

This is the point where an organization’s mission, purpose, vision, and values become extra important. If the organization exists for a higher purpose and is on a mission to fulfill that purpose and make their vision a reality by living their core values, it has long-term potential. The employees who connect with all of the above are the ones who become highly engaged. They are the ones who will work nonstop to make sure that the business is successful. This is where true employee engagement happens.


Engaged employees drive high-performing organizations. That’s why understanding employee engagement is critical to long-term business success.

  • Meet the basic needs of your employees
    • Pay them enough to cover their bills and give them down time
    • Foster a stable environment of consistency and fairness
    • Make sure they feel safe and can go to the doctor as needed
  • Meet the psychological needs of your employees
    • Create the space/time for comradery and connection
    • Create a culture of inclusivity, collaboration and respect
    • Give employees clear goals and expectations
    • Empower them to get the job done
    • Ensure employees always know where they stand in terms of performance
    • Give employees the ongoing opportunity to grow and develop
  • To unlock the highest level of engagement within your organization:
    • Have a virtuous purpose/mission for existing in the first place
    • Have a strong set of core values that you use to guide your action towards that purpose/mission
    • Hire and engage employees that identify with that purpose/mission and core values

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The Higher Purpose of Capitalism Pt.1

Thank you for joining us for week 1 of the HR Book Club Blog. This month we’re reading “Conscious Capitalism” by John Mackey and Raj Sisodia.

Countries that have embraced free enterprise capitalism have prospered tenfold over those that have not, and the face of the world has improved substantially because of it. The authors give some quality of life improvement facts in Chapter 1 that are staggering:

  • In 200 years capitalism has taken the levels of extreme poverty down from 85% to 16%.
    • “Adjusting for affordability and quality improvements, the standard of living of ordinary Americans has increased 10,000% since 1800!”
    • Major strides in sanitation, medicine, and agricultural productivity have led to massive growth in worldwide human population, and life expectancy has more than doubled.
    • Malnourishment and hunger has been cut in half worldwide.
    • Literacy levels have spiked with 84% of adults now able to read in developed countries.
    • Minority groups have more rights within democratic governments, and overall life satisfaction levels correlate with this economic prosperity.

The authors feel that entrepreneurs in particular are the real heroes of the modern day, saying that they are “every bit as bold and daring as the heroes who fought dragons or overcame evil.” After all it is the entrepreneur who envisions the world in ways it could and should be, and who creates wealth through creativity and passion.

Capitalism has earned a bad wrap as greedy and exploitative, but at it’s core capitalism and for-profit business has the ability to create prosperity at a level previously unforeseen. The authors define conscious business as “business galvanized by higher purposes that serve and align the interests of all their major stakeholders; business with conscious leaders who exist in service to that company’s purpose, the people it touches, and the planet; and businesses with resilient, caring cultures that make working there a source of great joy and fulfillment.” They believe that taken together these things can create better communities and a better world through purpose, love, creativity, compassion, freedom, and prosperity.

The trouble is most businesses can be considered low-conscious; failing to recognize their impact on the environment and animal life as well as on the physical and mental health of team members and customers. Employee engagement levels haven’t improved in the last 20 years hovering around 30% and executives are paid 325+:1 the amount that low level employees make. The idea that business, like people, is purely self-interested and focused on profit maximization has allowed these practices to run unchecked under the guise of inevitability. All of this is made worse through government coercion that seeks to consolidate power and market-share for the benefit of officials.

The real purpose of business is a virtuous one: “to improve lives and to create value for stakeholders.” While money is one form of value, it is not the only one that should be considered. This quote really spoke to me:

“This is what we know to be true: business is good because it creates value, it is ethical because it is based on voluntary exchange, it is noble because it can elevate our existence, and it is heroic because it lifts people out of poverty and creates prosperity. Free-enterprise capitalism is one of the most powerful ideas we humans ever had. But we can aspire to even more. Let us not be afraid to climb higher”

It’s time that we fully embrace business as a powerful force for good; one that we must use responsibly. Once this power and responsibility is realized we will see a massive cultural shift in how people view their part in business and free-enterprise capitalism.

What are your thoughts?

  • Is capitalism virtuous in nature?
  • Why has business developed this greedy and exploitative image?
  • How can we leverage business for good across all stakeholders?

#capitalism #virtue #conscious

The Ripple Effect

Both great jobs and poor jobs lead to a ripple effect around you. At a great job you will feel fulfilled, energized, and committed to the higher purpose of an organization. This not only creates a direct ripple effect on those you serve but also impacts every interaction you have throughout a given day.

Someone who feels a sense of fulfillment with their work is more likely too be generous with their time and energy; they are more ready and able to help a neighbor or friend and to be present for their spouse or children when they get home from work and recharge on the weekends.

The same ripple effect happens when you are working a poor job at an unhealthy company. You will feel drained and unfulfilled by your work coupled with a lack of motivation that comes with disconnection from the purpose of the organization. This ripples out not only into the quality of your work and how well you serve the customer but back out into society as a whole.

You will be less likely to have the time or energy to help a neighbor or friend, be present for your family, and even care for yourself. The workplace has a powerful ripple effect.

As leaders and business owners we need to be mindful of this impact with every business decision and interaction.

water, drop, liquid

The Workplace of the Future

When I picture the workplace of the future the word that comes to mind is “balanced.”

I see:

– 40 hour work weeks (or less!) typically 8am to 4pm

– 30 minute lunches, on site, with colleagues in a comfortable space

– Flextime and up to 40% of the work week conducted remotely

– Commutes under 30 minutes each way

– Always “home by dinner”

– Holidays and weekends off

– 5 weeks paid vacation time, ideally the whole company would take vacation around the same time so work is truly stopped

– Health and family always come first; be 100% when you’re in the office

– When at work; work intensely & leave work at the door when you leave

– Free on-site childcare from 6mo to 6 years

– Inclusive and positive cultures

– Pay equality and diversity in upper level leadership

– You are trusted and supported to get the job done

– Comprehensive medical coverage

– Work-spaces simple in design but smart, uncluttered, and comfortable

– 12 to 24 weeks paid maternity, paternity, and adoption leave depending on criteria

– Adjustable desks and meeting space that allow for both sitting and standing

– Retirement matching up to 10%

– Compensate at a living/ fair rate across the company


yoga, outdoor, woman