Page 63 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

50B RE-ENGAGE

head stand up. But this employer was different. It seemed like the
manager, the “jefe,” was actually nice to employees. Sure, there were
times when he was frustrated when things weren’t going as well as he
would have liked. But he never seemed to take it out on the employ-
ees; rather, he quietly corrected employees and encouraged them to do
better next time.
Armand also grew to admire his coworkers, who taught him how
to work as part of their team. In the distribution area where he was
assigned, he learned that some employees were better at certain tasks,
so they were given the work that best fit them. For example, Nancy
excelled at talking to customers, so that task usually fell to her. When
it came time to train Armand in this important task, Nancy was his
coach.
Armand was also thrilled that he had decent employee benefits,
which were important to him and his wife as they made plans to start
a family. In addition, the company was interested in helping Armand
get his college degree, and the tuition reimbursement program helped
him pick up a couple of night courses every semester.
Armand knew he was very lucky, finding an employer who was
interested in him and could help him be successful. He plans to return
the favor with hard work and loyalty, two qualities that have helped
him and his family achieve the American Dream.

: WHAT DIFFERENTIATES WINNING BEST-PLACES-TO-WORK
EMPLOYERS?

Armand’s account is one of the many success stories from winning
employers, those companies that, day in and day out, are making a
positive difference for the Armands of the world.
But getting to the happy ending for Armand and others like him
is a complicated task, and many leaders often ask us where they should
start in their journey of making their organizations better places to
work. One leader made the point: “Look, I’ve only got so much time and