Page 85 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

72B RE-ENGAGE

lieve too many people can say that they LOVE coming to work
each and every day. (The company) deserves the recognition
as not just one of the best, but THE best place to work in the
state.”
: “The company is a fantastic place to work. Our fearless leader
and CEO is doing an amazing job. He is brilliant, has integ-
rity, and never loses perspective of the work the staff is doing and
what they are being asked to do. He welcomes feedback, responds to
e-mails, and visits patients in the hospital on a regular basis. We
love our CEO, and I personally feel fortunate to be a part of the
ABC team.”
: “The president takes time to develop the employees. He works on
your weaknesses and plays to your strengths. The company is a
very family-oriented organization and puts family first. I am
very happy here and would like to stay here as long as I can!”

Negative Comments
Contrast the comments above with the following ones, which clearly
show that senior leaders can deflate the engagement balloon as well:

: “One of the worst companies I have ever worked for in my ca-
reer. Terrible leadership— to call them incompetent is to insult the
incompetent. No forward-looking thought; completely focused on
money and not on the people who make them successful.”
: “I’m out of here as soon as possible. I think it’s a big joke that they
were even nominated as a best place to work. . . . When your
organization loses five of your top managers and/or directors in
the last year, something’s seriously wrong. . . . It’s their way or
the highway, and there is one member of the senior management
team that will proudly tell you that!”

Theme B: Confidence in Senior Leaders’ Decisions and Direction
Recent research reveals that the “cognitive” engagement of employ-
ees—whether they think the company’s strategy and the direction