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Fired Up or Burned Out: How to Reignite Your Team's Passion, Creativity, and Productivity
Indisputable evidence has revealed the greatest threat to America's economy. Is it off-shoring labor? Unethical corporate practices? A turbulent market that forces downsizing? No. A Gallup Organization survey of more than one million Americans show that nearly 75 percent of all workers are disengaged. Employee disengagement is a widespread malady in American organizations, causing the loss of billions of dollars, hours of dissatisfaction, and work lives lacking true value. In his book, Fired Up or Burned Out, Michael Stallard shares the three key actions necessary to transform even a lethargic, disconnected organization or office into an impassioned, innovative, and thriving workplace.
230 pages, Hardcover
First published July 3, 2007
7 people are currently reading
120 people want to read
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Displaying 1 - 9 of 9 reviews
April 25, 2023
Got weirdly Christian at some points (which made sense when I learned one of the co-authors was a church pastor)
I generally agree with the big idea talking points but let's be real, companies will never be families no matter how amazing the character of the executives are. The ideal book for me would focus less on the grand sweeping vision of having everyone love the organization, and more on material, actionable changes for employee retention.
I liked the stories that took place in either the corporate or sports world. But any historical examples were woefully like from the viewpoint of a 6th grader and generally didn't consider outside political factors of significant events beyond "the people were mad at Caesar, because he has bad leadership characteristics, so they killed him"
Would recommend if you need to ingest a lot of company kool aid at once
I generally agree with the big idea talking points but let's be real, companies will never be families no matter how amazing the character of the executives are. The ideal book for me would focus less on the grand sweeping vision of having everyone love the organization, and more on material, actionable changes for employee retention.
I liked the stories that took place in either the corporate or sports world. But any historical examples were woefully like from the viewpoint of a 6th grader and generally didn't consider outside political factors of significant events beyond "the people were mad at Caesar, because he has bad leadership characteristics, so they killed him"
Would recommend if you need to ingest a lot of company kool aid at once
June 26, 2020
A thought provoking, quick read that should be a part of every leader's reading list. Stallard presents his case well for fostering a culture of connectivity in the workplace and supports it with science and engaging examples. I personally enjoyed the organized structure of the book with a useful review at the end of each chapter, making it simple to reference back and utilize in practice. Overall an inspiring and valuable guide.
July 27, 2008
Fired Up or Burned Out: How to Reignite Your Team’s Passion, Creativity, and Productivity
Michael L. Stallard, Carolyn Dewing-Hommes, and Jason Pankau
Thomas Nelson
Many of those who get "fired up" about a new job, a new assignment, a new promotion, etc. eventually become "burned out" by it. What we have in this volume, written by Michael L. Stallard with Carolyn Dewing-Hommes and Jason Pankau, is a remarkably thoughtful and sensitive examination of the causes and effects of this familiar workplace situation. Stallard observes that, "Although people generally enter their organizations fired up, over time most work environments reduce that inner fire from a flame to a flicker." Why? They lack "connection" with others, especially with their supervisors and immediate associates. As a result, they have unmet needs; more specifically, to be respected, recognized, included and accepted.
Stallard asserts that "the lack of connection will gradually burn [employees] out. Organizational environments where connection is low or absent diminish [employees'] physical and mental health. They create a low level of toxicity that drains [their] energy, poisons [their] attitudes, and impacts [their ability and willingness] to be productive." It is difficult (if not impossible) to calculate the total cost of such a situation, including its impact on customer relationships and retention of valued employees. The potential damage and (yes) cost of a group's disconnection must be at least the number of people in a given group compounded by a factor of 3-5, if not greater.
Stallard and his collaborators focus almost all of their attention on "how" when addressing challenges such as how individual, a group, and (eventually) an entire organization can establish and then sustain emotional connections others, how a clear and compelling vision "ignite" commitment throughout the given enterprise, and how shared values can nourish human development.
The value of this material can be maximized only if it has been carefully absorbed and digested. Stallard and his collaborators also offer a self-improvement program that the reader completes with several "collaborators": Stallard, Dewing-Hommes, and Pankau as well as "20 great leaders from various fields who fired up people by increasing connection." These leaders do indeed comprise a diverse group. They include the Marquis de Lafayette, Ann Mulcahy, Ed Mitchell, Harriett Beecher Stowe, Howard Schultz, Frances Hesselbein, Fred Epstein, and Bill Belichick. At the conclusion of each profile, there is a follow-through section that will facilitate effective application of the given lesson(s).
Michael L. Stallard, Carolyn Dewing-Hommes, and Jason Pankau
Thomas Nelson
Many of those who get "fired up" about a new job, a new assignment, a new promotion, etc. eventually become "burned out" by it. What we have in this volume, written by Michael L. Stallard with Carolyn Dewing-Hommes and Jason Pankau, is a remarkably thoughtful and sensitive examination of the causes and effects of this familiar workplace situation. Stallard observes that, "Although people generally enter their organizations fired up, over time most work environments reduce that inner fire from a flame to a flicker." Why? They lack "connection" with others, especially with their supervisors and immediate associates. As a result, they have unmet needs; more specifically, to be respected, recognized, included and accepted.
Stallard asserts that "the lack of connection will gradually burn [employees] out. Organizational environments where connection is low or absent diminish [employees'] physical and mental health. They create a low level of toxicity that drains [their] energy, poisons [their] attitudes, and impacts [their ability and willingness] to be productive." It is difficult (if not impossible) to calculate the total cost of such a situation, including its impact on customer relationships and retention of valued employees. The potential damage and (yes) cost of a group's disconnection must be at least the number of people in a given group compounded by a factor of 3-5, if not greater.
Stallard and his collaborators focus almost all of their attention on "how" when addressing challenges such as how individual, a group, and (eventually) an entire organization can establish and then sustain emotional connections others, how a clear and compelling vision "ignite" commitment throughout the given enterprise, and how shared values can nourish human development.
The value of this material can be maximized only if it has been carefully absorbed and digested. Stallard and his collaborators also offer a self-improvement program that the reader completes with several "collaborators": Stallard, Dewing-Hommes, and Pankau as well as "20 great leaders from various fields who fired up people by increasing connection." These leaders do indeed comprise a diverse group. They include the Marquis de Lafayette, Ann Mulcahy, Ed Mitchell, Harriett Beecher Stowe, Howard Schultz, Frances Hesselbein, Fred Epstein, and Bill Belichick. At the conclusion of each profile, there is a follow-through section that will facilitate effective application of the given lesson(s).
April 15, 2008
A lot of the business books I've been getting in the last few years are recognizing the importance of employee happiness. To me it seems like common sense that employers should know that if an employee likes his or her job, feels like part of a team, and finds the work stimulating that they will work harder and do better work. Nonetheless, the vast majority of people still work in jobs that they hate and that drain every ounce of passion that they once possessed. It would seem that most employers still need a wake up call.
Like many other business books of late, Fired Up or Burnt Out does discuss the importance of employee happiness. They state that 75% of people are disengaged from their jobs. That's pretty alarming if you think about it. Your doctor, your lawyer, your children's teacher, your children's bus driver, the cop out there protecting you, and the people who produce your food are all just trying to get through the day. Most could care less if they are producing quality products or service.
The authors of this book cite statistics but also give real world examples of situations where the employees were fired up about their jobs as well as those situations where employers made huge mistakes. I particularly liked the chapters at the end of the book which told the stories of various individuals. At the end of each of these accounts, the authors included a short application section which readers can connect to their own work situation.
Like many other business books of late, Fired Up or Burnt Out does discuss the importance of employee happiness. They state that 75% of people are disengaged from their jobs. That's pretty alarming if you think about it. Your doctor, your lawyer, your children's teacher, your children's bus driver, the cop out there protecting you, and the people who produce your food are all just trying to get through the day. Most could care less if they are producing quality products or service.
The authors of this book cite statistics but also give real world examples of situations where the employees were fired up about their jobs as well as those situations where employers made huge mistakes. I particularly liked the chapters at the end of the book which told the stories of various individuals. At the end of each of these accounts, the authors included a short application section which readers can connect to their own work situation.
May 23, 2012
A Business "Devotional"
Fired Up or Burned out is a tightly written, challenging motivational-type book that serves as a summary of much of the popular Business Literature of late that focuses upon Emotional and Qualitative factors in business connectivity and the field of motivation. As such, there is not much that any current reader will find to recommend it as a ground breaking contribution to this field of knowlege.
What you will find however, is a succinct and focused repackaging of many of these elements found in a great many other volumes in tiny bite size pieces that anyone can read and benefit from either in whole or taken as brief opportunities to be reminded of these salient principles.
In fact, the final section of this work consists of 20 vignettes of leaders that seek to inspire the reader and that are recommended and can be used as part of a month long daily business challenge. The earlier portions of the book, while they do build upon one another, are short enough and stand alone enough that they can be used the same way.
Don't look to this as an academic introduction or further contribution to the field. If you're looking for something light and pithy or a portable Business Coach to carry around in one of the smaller pockets of your laptap carrying case to grab when you have 5 minutes on the bus, subway or between meetings as a refresher, this is your book!
Fired Up or Burned out is a tightly written, challenging motivational-type book that serves as a summary of much of the popular Business Literature of late that focuses upon Emotional and Qualitative factors in business connectivity and the field of motivation. As such, there is not much that any current reader will find to recommend it as a ground breaking contribution to this field of knowlege.
What you will find however, is a succinct and focused repackaging of many of these elements found in a great many other volumes in tiny bite size pieces that anyone can read and benefit from either in whole or taken as brief opportunities to be reminded of these salient principles.
In fact, the final section of this work consists of 20 vignettes of leaders that seek to inspire the reader and that are recommended and can be used as part of a month long daily business challenge. The earlier portions of the book, while they do build upon one another, are short enough and stand alone enough that they can be used the same way.
Don't look to this as an academic introduction or further contribution to the field. If you're looking for something light and pithy or a portable Business Coach to carry around in one of the smaller pockets of your laptap carrying case to grab when you have 5 minutes on the bus, subway or between meetings as a refresher, this is your book!
June 20, 2012
Great business leadership book to understand what truly motivates employees... OR what causes them to run for the hills (after making everyone's life miserable).
GREAT insights from history and modern corporations.
A very quick but insightful read.
GREAT insights from history and modern corporations.
A very quick but insightful read.
July 26, 2013
Good read on employee disengagement and strategies to get the passion to return. Good for not just business sector, but church setting too. Some real world examples of leaders who excelled at employee engagement. Highly quotable book.
August 21, 2008
Good book on practical issues for motivating creativity, passion and productivity.
July 20, 2010
Loved this book, now our staff is reading it!
Displaying 1 - 9 of 9 reviews