As you’re about to read, we now have solid data to back up what great entrepreneurs have intuitively known for years: companies that are great to work for outperform their competitors whose employees dislike showing up for work. That’s on virtually every quantifiable measure—from productivity to bottom-line revenues.
But the best places to work for didn’t arrive there by accident.
Those companies’ cultures were deliberate. The founders and leaders found clarity about what was important, what was trivial, what was non-negotiable, and what was necessary.
We kick off this section with two chapters that represent what much of this entire book is about. Chapter 1 dispels the idea that “workplace culture” necessitates a literal workplace; and that company culture is about the people, not the place. Chapter 2 puts two companies side-by-side that, on paper, should be identical . . . yet are diametric opposites solely because of the culture their founders set in the beginning.
This first section packs a serious punch with inspiration, hope, and insightful expert interviews. By the time you’re finished, there shouldn’t be a doubt in your mind on the absolute necessity of having a clear vision, communicating that vision, living that vision, and reaping the rewards of that vision.