Table of Contents

INTRODUCTION.
WORKSHOP OBJECTIVES.


GOOD VERSUS GREAT.


DEFINITION OF A GREAT PLACE TO WORK.


BEHAVIORS THAT BUILD OR BREAK TRUST.


SELF-ASSESSMENT COACHING.


BEST PEOPLE PRACTICES {CREDIBILITY}.


BEST PEOPLE PRACTICES {RESPECT}.


BEST PEOPLE PRACTICES {FAIRNESS}.


BEST PEOPLE PRACTICES {PRIDE}.


BEST PEOPLE PRACTICES {CAMARADERIE}.


MY BEST PRACTICES.


CASE STUDY {METHODIST HOSPITAL SYSTEM}.


CASE STUDY {WEGMANS FOOD MARKETS}.


CASE STUDY {ACUITY}.


STOP, START, OR CONTINUE.


FINAL LESSON.


ACTION PLANNING.


ABOUT THE AUTHORS.

About the Author

Michael Burchell, Ed.D., is a corporate vice president with the Great Place to Work(R) Institute and a partner in the Institute's UAE affiliate. Jennifer Robin, Ph.D., is a research fellow at the Great Place to Work(R) Institute. She currently teaches in undergraduate, master's, and professional programs at Bradley University. The Great Place to Work(R) Institute is a global research and consulting firm with forty affiliates around the world. The Institute produces the FORTUNE 100 Best Companies to Work For(R) Annual List and the Best Small & Medium Companies to Work For in America lists, in addition to forty-two best companies lists internationally.