Page 19 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

6B RE-ENGAGE

As I departed, I thought about how far we had all come in
two years. Once divided and troubled, the ship I left to my
successor was all a captain could wish for—the gem of the
ocean. I was hugely proud of these soldiers, who had be-
come such a tight, accomplished, effective team, and I was
unabashedly proud of myself. I came far as both a leader and
a person. I will never forget the excitement of commanding
the Benfold, of watching it improve every single day.

Be it on land or sea, re-engagement is more than pos-
sible: it is within our reach.

: GREAT WORKPLACES: IT’S ALL ABOUT THE PERKS, RIGHT?

In the articles that appear in the popular press from time to time
about winning workplaces, we often hear about the wonderful perks
these employers provide—volleyball courts, massage chairs, laundry
service—the list could go on. We suspect that the editors of these
publications believe such benefits are worth highlighting and news-
worthy. And although we too find it useful to be aware of them, we
are quite convinced these perks are not the essence of what makes
highly engaged workplaces, particularly those that sustain employee
engagement over a prolonged period.
We are further convinced that these perks, although no doubt
appreciated, simply represent a deep commitment on the part of the
employer to create a great workplace. An editorial in PR Week mirrors
our sensibilities on the matter: “What’s missing is clear direction for
all companies and insights into how to measure their employee ef-
forts concretely. . . . Being the ideal employer has less to do with what
goodies are lavished on employees and more with how employees feel
about themselves and the organization.”
So if you are looking for a silver-bullet benefit or a “plug-and-play
engagement-in-a-box program,” we strongly suggest you may be read-
ing the wrong book. This is a book about the true substance of em-