No Excuses

In their follow-up to The Great Workplace which described the organizational model of a great workplaceone in which people trust those they work for, have pride in what they do, and enjoy the people they work withJennifer Robin and Michael Burchell turn their attention to the managers role in creating a great workplace. In No Excuses the authors expose the self-defeating mindsets that lead managers to believe a great workplace is out of their reach. As the authors explain, even managers who yearn to create a successful workplace are often deterred by an ingrained idea that their organizationdue to constraints of their own or the companys leadership, of their operating environment, or their employee baseis not the kind that can be transformed into a great workplace. They say their company is too big, or too small; it has an introverted CEO, it is multi-national and culturally heterogeneous, is too new in the market, is undergoing too many changes. The reasons they prof