While the internet bubble has burst, the New Economy that the internet produced is still with us, along with the myth of a workplace built around more humane notions of how people work and spend their days in offices. No-Collar is the only close study of New Economy workplaces in their heyday. Andrew Ross, a renowned writer and scholar of American intellectual and social life, spent eighteen months deep inside Silicon Alley in residence at two prominent New Economy companies, Razorfish and 360hiphop, and interviewed a wide range of industry employees in other cities to write this remarkable book. Maverick in their organizations and permissive in their culture, these workplaces offered personal freedoms and rewards that were unheard of in corporate America. Employees feared they may never again enjoy such an irresistible work environment. Yet for every apparent benefit, there appeared to be a hidden cost: 70-hour workweeks, a lack of managerial protection, an oppressive shouldering of risk by employees, an illusory sense of power sharing, and no end of emotional churning. The industrialization of bohemia encouraged employees to think outside the box, but also allowed companies to claim their most free and creative thoughts and ideas. In these workplaces, Andrew Ross encountered a new kind of industrial personality, and emerged with a sobering lesson. Be careful what you wish for. When work becomes sufficiently humane, we tend to do far too much of it, and it usurps an unacceptable portion of our lives. He concludes that we should not have to choose between a personally gratifying and a just workplace, we should strive to enjoy both. Author note: Andrew Ross is Professor in the American Studies program at New York University. A writer for Artforum, The Nation, The Village Voice, and many other publications, he is the author or editor of thirteen books, including The Celebration Chronicles, Real Love, The Chicago Gangster Theory of Life, Strange Weather, No Respect, and, most recently, Low Pay, High Profile: The Global Push for Fair Labor.

The hype about the humane workplace concealed a lifestyle in which the line between work time and personal time was blurred beyond hope. Features that appeared to be healthy advances in corporate democracy turned into trapdoors that opened on a bottomless 70-hour-plus workweek. [book cover].

HGTV cofounder Susan Packard launches the next chapter in emotional intelligence (EQ), and shows you how to increase your personal satisfaction and productivity--in work and life--via her three-step path toward EQ Fitness. Emotions can sink us, or they can power us like fuel to succeed. Many of us show up for work, and life, feeling lonely even in a room full of people, or bringing unproductive emotions into work, like anger or fear. You don't have to feel this way. Susan Packard offers an accessible new guidebook to grow your emotional fitness, and it's arrived just in time, as technology is quickly becoming our main interface for communication. No matter where you are in your career, success is an inside job. Packard lays out how to develop interdependent work relationships, and for leaders, how to build healthy company cultures. Packard introduces us to successful people, and companies, that are rich with 'connector' emotions like hope, empathy and trust-building. She tackles unconventional topics, like how workaholism keeps us emotionally adolescent, and how forgiveness belongs in the workplace too. Packard shares her EQ Fit-catalyzed success at HGTV and the stories of the executives she coaches in mindfulness and other emerging techniques, and she teaches an 'inside out' practice of self-discovery, which helps you uncover unproductive emotions, and dispel them. The best leaders balance power and grace, and everyone can effectively use resilience--an ability to endure tough situations and make tough decisions, and vulnerability, a willingness to open up, change, and admit when we need help. She offers new tools to bring our strongest emotional selves to work each day.

Featuring a foreword by His Holiness the Dalai Lama. Despite decades of research and evidence, there is still extreme scepticism that businesses can combine a more humane style of management with superior shareholder returns, or that busy managers can be guided effectively by both their heads and their hearts. Vlatka Hlupic has spent 20 years investigating this paradox, developing an insightful critique of why such strong evidence has had limited impact and providing an alternative, practical approach that any employer can implement in order to overcome the unique challenges faced by their organizations. A clear correlation exists between companies that do well and companies that are good – that is to say, organizations that promote goodwill internally and externally, and work proactively with stakeholders, employees, society and customers to achieve those goals. A 'bad' company, on the other hand, may do well but its success is unlikely to be sustainable. Humane Capital explores the steps that businesses need to take in order to become a 'good' organization that can achieve long-term results. Supported by insights from interviews with 58 leading thinkers and practitioners in the field, Humane Capital argues for a radical reassessment of current business models. Using stories of managers from both the private and public sectors who have been effective in making the transition, Hlupic shows how successful leaders have moved their organizations from controlled and orderly to enthusiastic and collaborative – and shows how current leaders and managers can do the same.

Semco is one of Latin America's fastest-growing companies, acknowledged to be the best in Brazil to work for, and with a waiting list of thousands of applicants waiting to join it. Here, the author shares his secrets, and tells how he tore up the rule books.

Wall Street Journal bestseller Have you ever struggled to feel worthy at work? Do you know or lead people who do? When Amelia Dunlop first heard the phrase "elevating the human experience" in a leadership team meeting with her boss, she thought, "He is crazy if he thinks we will ever say those words out loud to each other much less to a potential client." We've been conditioned to separate our personal and professional selves, but work is fundamental to our human experience. Love and worth have a place in work because our humanity and authentic identities make our work better. The acknowledgement of our intrinsic worth as human beings and the nurturing of our own or another's growth through love ultimately contribute to higher performance and organizational growth. Now as the Chief Experience Officer at Deloitte Digital, a leading Experience Consultancy, Amelia Dunlop knows we must embrace elevating the human experience for the advancement and success of ourselves and our organizations. This book integrates the findings of a quantitative study to better understand feelings of love and worth in the workplace and introduces three paths that allow individuals to create the professional experience they desire for themselves, their teams, and their clients. The first path explores the path of the self, an inward path where we learn to love ourselves when we show up for work, and examines the obstacles that hinder us. The second path centers around learning to love and recognize the worth of another in our lives, adding to the worth we feel and providing a source of meaning to our lives. The third path considers the community of work and learning to love and recognize the worth of those we meet every day at work, especially for those who may be systematically marginalized, unseen, or unrepresented. Drawing on her own personal journey to find love and worth at work in her twenty-year career as a management consultant, Amelia also weaves together insights from philosophers, theologians, and sociologists with the stories of people from diverse backgrounds gathered during her research. Elevating the Human Experience: Three Paths to Love and Worth at Work is for anyone who has felt the struggle to feel worthy at work, as well as for those who have no idea what it may feel like to struggle every day just to feel loved and worthy, but love people and lead people who do. It’s a practical approach to elevating the human experience that will lead to important conversations about values and purpose, and ultimately, meaningful change.

While you can't personally transform the corporate culture, you can influence the workplace climate and create meaningful and lasting change. Supported by the latest research, this eye-opening book argues that our best work is the product of a positive environment. When it comes to work these days, we're expected to do more with less--but is this nose-to-the-grindstone philosophy the best way to run a business? Alarmingly low employee engagement numbers indicate otherwise. So, if pushing everyone harder isn't the path to productivity, what is? Advocating a steward model of management, The Optimistic Workplace reveals how to: Explore personal and organizational purpose--and align them for astonishing results Overcome resistance and skepticism Build camaraderie and deepen loyalty Increase intrinsic motivation Help your team find meaning in their work Identify goals collaboratively and track progress Examples from companies large and small demonstrate how this people-centric focus ignites employee potential, increases innovation, and catapults the organization to new levels of performance. The Optimistic Workplace presents an array of surprisingly simple strategies as well as practical 30-, 60-, and 90-day plans designed to focus your actions and make employee optimism not just a worthy goal--but a real and measurable result.

A major new exploration of the economics of animal exploitation and a practical roadmap for how we can use the marketplace to promote the welfare of all living creatures, from the renowned animal-rights advocate Wayne Pacelle, President/CEO of the Humane Society of the United States and New York Times bestselling author of The Bond. In the mid-nineteenth century, New Bedford, Massachusetts was the whaling capital of the world. A half-gallon of sperm oil cost approximately $1,400 in today’s dollars, and whale populations were hunted to near extinction for profit. But with the advent of fossil fuels, the whaling industry collapsed, and today, the area around New Bedford is instead known as one of the best places in the world for whale watching. This transformation is emblematic of a new sort of economic revolution, one that has the power to transform the future of animal welfare. In The Humane Economy, Wayne Pacelle, President/CEO of the Humane Society of the United States, explores how our everyday economic decisions impact the survival and wellbeing of animals, and how we can make choices that better support them. Though most of us have never harpooned a sea creature, clubbed a seal, or killed an animal for profit, we are all part of an interconnected web that has a tremendous impact on animal welfare, and the decisions we make—whether supporting local, not industrial, farming; adopting a rescue dog or a shelter animal instead of one from a “puppy mill”; avoiding products that compromise the habitat of wild species; or even seeing Cirque du Soleil instead of Ringling Brothers—do matter. The Humane Economy shows us how what we do everyday as consumers can benefit animals, the environment, and human society, and why these decisions can make economic sense as well.

In the twentieth century, large companies employing many workers formed the bedrock of the U.S. economy. Today, on the list of big business's priorities, sustaining the employer-worker relationship ranks far below building a devoted customer base and delivering value to investors. As David Weil's groundbreaking analysis shows, large corporations have shed their role as direct employers of the people responsible for their products, in favor of outsourcing work to small companies that compete fiercely with one another. The result has been declining wages, eroding benefits, inadequate health and safety protections, and ever-widening income inequality. From the perspectives of CEOs and investors, fissuring--splitting off functions that were once managed internally--has been phenomenally successful. Despite giving up direct control to subcontractors and franchises, these large companies have figured out how to maintain the quality of brand-name products and services, without the cost of maintaining an expensive workforce. But from the perspective of workers, this strategy has meant stagnation in wages and benefits and a lower standard of living. Weil proposes ways to modernize regulatory policies so that employers can meet their obligations to workers while allowing companies to keep the beneficial aspects of this business strategy.