Promotional Information

From Great Place to Work, which produces the popular FORTUNE 100 Best Companies to Work For ranking, comes a new definition of what it takes to make an organization great FOR ALL--for the business, for people and for the world.

About the Author

Michael C. Bush is CEO of Great Place to Work, the global authority on high-trust, high-performance workplace cultures. With operations in more than fifty countries, Great Place to Work provides the benchmarks, framework, and expertise needed to create, sustain, and recognize outstanding workplace cultures.

Reviews

“In today’s rapidly evolving marketplace, successful companies differentiate themselves by creating an environment where top talent can do the best work of their lives. It begins with a fundamental premise that a leader’s job is not to build greatness into people but instead to acknowledge that greatness already exists and to devote energy toward creating an environment where greatness can emerge. A Great Place For All defines a compelling blueprint for why this is important and how to transform your own practices into building a world-class environment.”
—Brad D. Smith, Chairman and CEO, Intuit
 
“The most successful companies have a higher purpose and are built on a foundation of trust, growth, innovation, equality, and making the world a better place for all. A Great Place to Work For All shares the essential values that every organization should follow to thrive in the future.”
—Marc Benioff, CEO, Salesforce
 
“It’s no secret that the world of work has changed drastically, and what defines a great place to work—and a great leader—is the difference between an innovative and mission-driven company and one that remains status quo. A Great Place to Work For All builds on a thirty-year legacy of research on thousands of great workplaces and millions of employees to measure the business value of culture, mission, motivation, and leadership. Cultivating human potential for the future requires being intentional in building a caring workplace where employees know they are supported during good and challenging times, the mission remains the heart of the organization, and leaders bring out the best in everyone. This book reveals the opportunities ahead for today’s leaders to create a future workplace that delivers results.”
—Bernard J. Tyson, Chairman and CEO, Kaiser Permanente
 
“At Wegmans, we have always believed that we can only achieve our goals by first fulfilling the needs of our people. When we lead with our hearts and live by our values, everything else falls into place, including strong business results. A workplace that fosters caring and respect for one another, at every level of the organization, is key. This is precisely the premise of this book, and by reading it and applying some of the practices, any organization can be transformed.”
—Colleen Wegman, President and CEO, Wegmans Food Markets
 
“When people find opportunity, trust, and camaraderie in the workplace, they proudly drive the success of their organization. The most profitable companies embrace this and welcome the chance to enhance the well-being of all their employees at every level of the organization. A Great Place to Work For All gives readers an effective, researched-based look at how to build and maintain an inclusive, high-performing culture—today and beyond. It’s sure to become a must-have guide for how to sustain a thriving business that creates value and growth for all stakeholders.”
—Arne M. Sorenson, President and CEO, Marriott International, Inc.
 
“In a world that is increasingly uncertain and that changes constantly, employers must listen and respond to their employees’ experiences—in and out of the workplace. Employers have the opportunity to lead with purpose and create an environment of stability to respond to this ‘new normal.’ I believe that the companies that do this will enjoy lower attrition rates, higher ROI for recruiting efforts, increased creativity and flexibility, engaged managers, and of course, superior work quality. Business leaders must accept that creating great places to work for all is a new business imperative for success, or they risk falling behind.”
—Tim Ryan, US Chairman and Senior Partner, PwC
 
“A company’s ability to deliver on its mission is tied directly to the passion, commitment, and resilience of its people. In my experience at Genentech, our capacity to innovate, drive progress, and help people facing serious diseases depended on maintaining a positive and productive environment for all. I believe a critical part of any leader’s role is to cultivate a workplace where each person feels connected to a core purpose, valued as an individual, and able to contribute his or her best.”
—Ian Clark, former CEO, Genentech
 
“A Great Place to Work For All provides companies a blueprint on how to build a sustainable winning culture. No company can fulfill its potential without attracting and cultivating great people, at all levels of the organization, who know that what they do makes a difference every day. Such a winning culture does not materialize by accident but instead reflects a concerted effort to align values, people programs, and communications in a strategic way.”
—Walter White, President and CEO, Allianz Life Insurance Company of North America 
 
“In an increasingly volatile and uncertain world, it is vitally important for business leaders to build For All workplaces where people can truly be themselves, be inspired by a compelling purpose, and work hard for the benefit of one another and their customers. For All workplaces have the potential to drive change in society, resetting both our personal and collective expectations ever higher for shared success and opportunity for all.”
—Heather J. Brunner, Chairwoman and CEO, WP Engine
 
“Digital disruption is impacting every business around the world, and in these uncertain times companies need to invest more than ever in their people to ensure that they can adapt and innovate. Core values and culture need to be more than a poster on the wall. They need to drive the behavior of your employees. Companies with a strong culture and highly engaged employees will not only survive but thrive and innovate!”
—Jim P. Kavanaugh, CEO, World Wide Technology
 
“A Great Place to Work For All skillfully relates how companies that put their people first find the greatest success and that building a culture of trust throughout an organization fuels its growth and performance.”
—Dennis Gilmore, CEO, First American Financial Corporation
 
“A true north to be followed by leaders in every industry, A Great Place to Work For All compels us to reach for more than financial performance and makes an inspiring argument that only by building an environment of complete trust and a culture of deeper meaning can we create an enduring company with long-lasting growth. We share these beliefs at GoDaddy, and they’ve been an essential part of our transformation.”
—Blake Irving, former CEO, GoDaddy
 
“Let’s face the facts. Traditional workplace practices, many designed to simply control and cope with employees, are no longer sufficient and are even being rejected by today’s workers who want more. It’s time to adopt new constructs that, instead, empower employees to flourish. What’s really exciting about A Great Place to Work For All is the book’s detailed explanations of the specific behaviors required to maximize human potential. This is a must-read for business leaders, HR professionals, line managers, and executives who want to engage our most precious resources: people.”
—Dr. Amy Schabacker Dufrane, SPHR, CAE, CEO, HR Certification Institute

“Employees—especially the stars—join a company and then quit the manager.” So, what does it take to be a leader in a company in which employees look forward to coming to work? Bush, CEO of Great Place to Work, the organization that compiles ­Fortune’s 100 Best Companies To Work For list, offers ideas in this latest guide of how to be a manager “For All.” In order to keep their employees, organizations (from an NBA basketball franchise to a corporate business), must have effective leaders who emphasize ethical behavior and promote trust in order to foster staff potential. Leaders of the top 100 companies are able to translate these practices into innovation and ultimately financial success. Employees look for managers who understand and support their professional as well as personal needs. VERDICT A reminder to management that while there may be differences in work motivators, all employees—from baby boomers to millennials—would appreciate an office culture that is not just about the work you produce but also about the individual you are. A great option for readers of Gary Burnison’s The Leadership Journey and Eric Chester’s On Fire at Work.—Melissa Lockaby, Univ. of North Georgia Libs., Dahlonega

“Michael Bush taught me that investing in people and a building a high-trust culture aren’t just the right things to do; they are critical to building a winning business. I can’t wait to share this book with the small business owners we work with, to demonstrate how ‘For All Leadership’ can help them deliver on their vision, mission, and values."
—Sean Murphy, CEO, Inner City Advisors (ICA), Fund Good Jobs