I have yet to come across a company that fully embodies these precepts, in part because meeting the full range of people’s needs simply hasn’t yet been embraced. The more that companies embrace these ideas, the better and more sustainably their employees will perform.
So how can you define a great place to work? It begins with creating a work environment that enables and encourages all employees to regularly refuel and renew themselves, both on and off the job. That will make them capable of bringing the best of themselves to work.
But here’s what most men still don’t fully get: It’s not a level playing field. I’m not referring to opportunities for women at the highest level in companies, or equal pay, both of which fall far short of where they should be. What I mean is the demands that working women face compared with men.
Mr. Laloux’s distillation of the common practices that characterize these companies provides a rich road map for organizational reinvention. But his descriptions of how these companies actually work — including the voices of their employees – are what make the book most compelling and convincing.
When leaders model in their own behavior sustainable ways of working, the effect on those they lead is far bigger.