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Table of Contents

Foreword by Amy Lyman ix Introduction: Creating a Great Workplace 1 1 The Anatomy of an Excuse 9 2 I Think [Like a Great Workplace Leader], Therefore I Am [a Great Workplace Leader] 25 3 We Are What We Repeatedly Do 45 4 I Didn t Have Enough Time to Do It Right 65 5 That s Just Not My Job 85 6 My Industry Is Different 105 7 It s Just Not the Right Time 127 8 I d Be a Great People Manager if It Weren t for All the People 149 9 My Boss Ate My Homework 169 10 The One Rule for Excuses 187 Notes 195 Acknowledgments 201 About the Authors 205 Index 207

About the Author

Jennifer Robin, Ph.D. , is a research fellow at Great Place to Work Institute. A former consultant with the Institute, she led the Advisory Practice, helping senior leaders integrate their organization's culture with its strategy and aligning efforts to be a great workplace. Currently, Jennifer teaches in undergraduate, MBA, and professional programs in the Foster College of Business at Bradley University. She lives in Peoria, Illinois. Michael Burchell, Ed.D. , is vice president, International Operations at Great Place to Work Institute, Inc. A member of the corporate management team, Michael oversees affiliate operations, global expansion efforts, and the business development of multinational clients across the Great Place to Work network. Previously, Michael led consulting services for the Institute in the United States. He also co-owns and is a director for Great Place to Work(R) Institute in the United Arab Emirates, in Dubai. He is based in Washington, D.C. Great Place to Work Institute is a global research, consulting, and training firm with thirty-eight affiliates operating in nearly fifty countries. Great Place to Work produces the FORTUNE 100 Best Companies to Work For Annual List and the Best Small & Medium Companies to Work For in America lists, in addition to several dozen best companies lists internationally.

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