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Why Are We Here?: Creating a Work Culture Everyone Wants
A deeply human account of how our relationship with work has changed and a guide for leaders who want to make things right—from the author of The Burnout Epidemic.
There's a post-pandemic phenomenon that many of us feel but can't quite explain. Some of us have felt extra motivated, while others have experienced a malaise that still lingers. No matter your situation, at some point, you've probably asked yourself, Why are we here?
Things are changing. Employees feel differently about work, and leaders have been forced to scramble. Everyone is figuring this out together—and we're only getting started. We're merely in the awareness stage. There's so much we need to learn.
In Why Are We Here?, workplace expert and author of The Burnout Epidemic Jennifer Moss takes readers to the front lines of this massive and historic shift. Through extensive interviews, she uncovers the reasons why work has changed and highlights the leaders and organizations who are doing things right.
Filled with unvarnished takes, new research, and revealing stories, Why Are We Here? shines a light on this historically turbulent time while offering clues and inspiration for leaders navigating our new, complex, and ever-changing world.
There's a post-pandemic phenomenon that many of us feel but can't quite explain. Some of us have felt extra motivated, while others have experienced a malaise that still lingers. No matter your situation, at some point, you've probably asked yourself, Why are we here?
Things are changing. Employees feel differently about work, and leaders have been forced to scramble. Everyone is figuring this out together—and we're only getting started. We're merely in the awareness stage. There's so much we need to learn.
In Why Are We Here?, workplace expert and author of The Burnout Epidemic Jennifer Moss takes readers to the front lines of this massive and historic shift. Through extensive interviews, she uncovers the reasons why work has changed and highlights the leaders and organizations who are doing things right.
Filled with unvarnished takes, new research, and revealing stories, Why Are We Here? shines a light on this historically turbulent time while offering clues and inspiration for leaders navigating our new, complex, and ever-changing world.
256 pages, Hardcover
Published January 21, 2025
64 people are currently reading
2792 people want to read
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Displaying 1 - 15 of 15 reviews
October 31, 2024
This was the first "businessy" book that I've read and I found it extremely helpful as both a manager and an employee.
I would recommend this to just about anyone in the corporate, office world. Jennifer Moss mixes the perfect balance of statistics, case studies, and stories to make Why Are We Here? relevant to all readers.
Some of my key takeaways from this book were about "Purpose", "Freedom", and "Openness". She has lots of insight on these topics and more, like breaking down the generations, their stereotypes, and how to work with them. I will definitely be implementing her practical advice in my own role and I'll be advocating to my organization's leadership to embrace some of her recommended practices.
Check out Why are We Here if you want to learn more about feeling motivated and motivating others in the corporate workplace!
Thank you to NetGalley and Harvard Business Review Press for an advanced copy of this book in exchange for my honest review.
I would recommend this to just about anyone in the corporate, office world. Jennifer Moss mixes the perfect balance of statistics, case studies, and stories to make Why Are We Here? relevant to all readers.
Some of my key takeaways from this book were about "Purpose", "Freedom", and "Openness". She has lots of insight on these topics and more, like breaking down the generations, their stereotypes, and how to work with them. I will definitely be implementing her practical advice in my own role and I'll be advocating to my organization's leadership to embrace some of her recommended practices.
Check out Why are We Here if you want to learn more about feeling motivated and motivating others in the corporate workplace!
Thank you to NetGalley and Harvard Business Review Press for an advanced copy of this book in exchange for my honest review.
February 26, 2025
Such a gift to read "Why Are We Here? - Creating a Work Culture Everyone Wants.
This is the second book I have read by Jennifer Moss and like The Burnout Epidemic, I thoroughly enjoyed this book. Yes, there are challenges within our world of work. It is by looking at these challenges, through different eyes we find new ways forward. This is a must read book for 2025.
Our world of work is truly struggling. Why Are We Here? lays out a beautiful roadmap, that is brilliantly researched, identifying the pieces that are not working, asking new questions, and sharing great insights for new ways forward.
Many of these topics I am very passionate about. In many ways I felt like I was enjoying time with a friend, where they shared their great research and together we talked about our vision for a new world of work where everyone thrives, no matter their age, ethnicity or gender.
For me Why Are We Here has a continued theme of Hope - Purpose - Community - Flexibility and Belonging. Knowing first hand from my own experience, when we have hope, purpose and community, we are not isolated and alone, can see things with new eyes, and it is truly amazing what is possible. Creating purpose in our work, and coming together in community, this is where the magic happens as this is infused in how we collaborate, do great work and also give back.
Loved how Jennifer talked about doing research for this book in local book stores in libraries. This is part of creating community and belonging. We develop relationships in community, where we share stories and learn more about each other.
I picked up Why Are We Here at our local book store, The Mulberry Bush Bookstore in Qualicum Beach. In this community, there are only small independent stores. When I arrived at this bookstore I had a lovely conversation with the owners, Christina and Warren about community. As we started talking "books", I learned Warren had logged on Vancouver Island, in a place my Dad had logged. This created connection and community. In Why Are We Here, Jennifer Moss speaks to the need for community, connection. This is possible in supporting local business.
I really liked how Jennifer Moss addressed the biases around ageism There are so many gifts and opportunities to learn from others, who may be younger or older than us. It is key we look at the bias and look at how we are fostering a culture of continuous learning and growth for all our people, no matter their age.
In Why Are We Here, she also talks about addressing Bullying. This is an important piece of this book. To create an inclusive workplace where everyone thrives it is paramount each of us speak up and move well beyond maintaining the status quo, and stop allowing cultures of incivility and bullying to continue.
Sharing a few of the thoughts I loved from Why Are We Here?
Hope:
"Encourage a growth mind By promoting a culture where challenges are viewed as opportunities to learn and grow leaders can model hopeful Behavior by demonstrating optimism resilience and a proactive approach to problem solving"
Purpose:
"Connecting purpose the tasks at work plays a role in generating a growth mindset and important psychological weapon against boredom and burnout."
"Research suggests that taking time to acknowledge and celebrate achievements is crucial for maintaining mental well-being promoting self-care and sustaining motivation."
Community:
"A business case can be made for building a relational energy strategy especially if we want to foster a culture of community"
Compassion:
"To better equip employees and their organizations for the Future Leaders need to make technology a part of their culture technology is embedded into almost everything we do people should be encouraged to explore and trial new Innovations"
Freedom:
"Freedom At Work allows employees to tailor their work environments and schedules to better fit their personal needs enhancing job satisfaction and overall well-being."
Openness:
"By increasing openness and actively working to reduce ageism leaders can create a culture that values each employee equally regardless of age this approach not only enhances engagement and satisfy satisfaction across the workforce but also positions the organization is a forward-thinking and inclusive employer"
Belonging:
"The benefits of increasing belonging at work are well-documented diverse workplaces. Foster a culture of innovation and creativity drawing from a wide array of perspectives that can lead to improved problem-solving decision-making."
"If we want a culture of belonging that promotes optimal distinctiveness we must all practice social bravery."
Openness
"By increasing openness and actively working to reduce ageism leaders can create a culture that values each employee equally regardless of age this approach not only enhances engagement and satisfy satisfaction across the workforce but also positions the organization is a forward-thinking and inclusive employer"
Belonging
"To create a culture of belonging everyone wants we need to find common ground and feel safe to be the most authentic versions of ourselves... We must challenge the status quo by standing up to bullying at whatever the risk."
Recognition
"Purposeful promotion practices that ensure women have equal opportunities for career advancement are crucial for maintaining motivation and engagement most important allyship ensures that women get access to opportunities that may be blocked due to bias and lack of visibility for women's work"
I highly recommend Why Are We Here? Similar to The Burnout Epidemic, this is a book that I will leave on top of my bookcase, as I know I will be returning to revisit many of the pages I have marked and recommending it to others.
Jennifer Moss, thank you for this wonderful book.
A few excellent partner reads would be:
Staff Matters, by Bonnie Low-Kramen
Show Up Positive, by Rita Ernst
The Purpose Effect, by Dan Pontefract
Love + Work, by Marcus Buckingham
This is the second book I have read by Jennifer Moss and like The Burnout Epidemic, I thoroughly enjoyed this book. Yes, there are challenges within our world of work. It is by looking at these challenges, through different eyes we find new ways forward. This is a must read book for 2025.
Our world of work is truly struggling. Why Are We Here? lays out a beautiful roadmap, that is brilliantly researched, identifying the pieces that are not working, asking new questions, and sharing great insights for new ways forward.
Many of these topics I am very passionate about. In many ways I felt like I was enjoying time with a friend, where they shared their great research and together we talked about our vision for a new world of work where everyone thrives, no matter their age, ethnicity or gender.
For me Why Are We Here has a continued theme of Hope - Purpose - Community - Flexibility and Belonging. Knowing first hand from my own experience, when we have hope, purpose and community, we are not isolated and alone, can see things with new eyes, and it is truly amazing what is possible. Creating purpose in our work, and coming together in community, this is where the magic happens as this is infused in how we collaborate, do great work and also give back.
Loved how Jennifer talked about doing research for this book in local book stores in libraries. This is part of creating community and belonging. We develop relationships in community, where we share stories and learn more about each other.
I picked up Why Are We Here at our local book store, The Mulberry Bush Bookstore in Qualicum Beach. In this community, there are only small independent stores. When I arrived at this bookstore I had a lovely conversation with the owners, Christina and Warren about community. As we started talking "books", I learned Warren had logged on Vancouver Island, in a place my Dad had logged. This created connection and community. In Why Are We Here, Jennifer Moss speaks to the need for community, connection. This is possible in supporting local business.
I really liked how Jennifer Moss addressed the biases around ageism There are so many gifts and opportunities to learn from others, who may be younger or older than us. It is key we look at the bias and look at how we are fostering a culture of continuous learning and growth for all our people, no matter their age.
In Why Are We Here, she also talks about addressing Bullying. This is an important piece of this book. To create an inclusive workplace where everyone thrives it is paramount each of us speak up and move well beyond maintaining the status quo, and stop allowing cultures of incivility and bullying to continue.
Sharing a few of the thoughts I loved from Why Are We Here?
Hope:
"Encourage a growth mind By promoting a culture where challenges are viewed as opportunities to learn and grow leaders can model hopeful Behavior by demonstrating optimism resilience and a proactive approach to problem solving"
Purpose:
"Connecting purpose the tasks at work plays a role in generating a growth mindset and important psychological weapon against boredom and burnout."
"Research suggests that taking time to acknowledge and celebrate achievements is crucial for maintaining mental well-being promoting self-care and sustaining motivation."
Community:
"A business case can be made for building a relational energy strategy especially if we want to foster a culture of community"
Compassion:
"To better equip employees and their organizations for the Future Leaders need to make technology a part of their culture technology is embedded into almost everything we do people should be encouraged to explore and trial new Innovations"
Freedom:
"Freedom At Work allows employees to tailor their work environments and schedules to better fit their personal needs enhancing job satisfaction and overall well-being."
Openness:
"By increasing openness and actively working to reduce ageism leaders can create a culture that values each employee equally regardless of age this approach not only enhances engagement and satisfy satisfaction across the workforce but also positions the organization is a forward-thinking and inclusive employer"
Belonging:
"The benefits of increasing belonging at work are well-documented diverse workplaces. Foster a culture of innovation and creativity drawing from a wide array of perspectives that can lead to improved problem-solving decision-making."
"If we want a culture of belonging that promotes optimal distinctiveness we must all practice social bravery."
Openness
"By increasing openness and actively working to reduce ageism leaders can create a culture that values each employee equally regardless of age this approach not only enhances engagement and satisfy satisfaction across the workforce but also positions the organization is a forward-thinking and inclusive employer"
Belonging
"To create a culture of belonging everyone wants we need to find common ground and feel safe to be the most authentic versions of ourselves... We must challenge the status quo by standing up to bullying at whatever the risk."
Recognition
"Purposeful promotion practices that ensure women have equal opportunities for career advancement are crucial for maintaining motivation and engagement most important allyship ensures that women get access to opportunities that may be blocked due to bias and lack of visibility for women's work"
I highly recommend Why Are We Here? Similar to The Burnout Epidemic, this is a book that I will leave on top of my bookcase, as I know I will be returning to revisit many of the pages I have marked and recommending it to others.
Jennifer Moss, thank you for this wonderful book.
A few excellent partner reads would be:
Staff Matters, by Bonnie Low-Kramen
Show Up Positive, by Rita Ernst
The Purpose Effect, by Dan Pontefract
Love + Work, by Marcus Buckingham
April 4, 2025
Jennifer Moss helped me feel seen, understood. For years I have been wondering why we are not pushing boundaries more when it comes to the employee-employer relationship. Already we have sectors where data shows that remote work leads to higher productivity (such as software engineering, where we have plenty of examples from the time of the pandemic), countries that have run successful experiments of the 4 day work week such as Iceland and critique of capitalism creating high incomes from 'bullshit jobs' (term courtesy of David Graeber) while essential workers barely make enough to get by.
This is a brilliant read, that not only helped giving me hope that there are like-minded people who are looking for ways to progress our society and take advantages of more recently released technology and understanding of effectiveness, but also provided a data-driven background and accessible solutions that you can advocate for even today under the headlines of Hope, Purpose, Community, Compassion, Freedom, Openness, Belonging and Recognition.
A huge theme throughout is a disconnect between the person and the business, a lack of inspiration. 'Two in five workers believe that the world of work is fundamentally broken and one in four wish they didn't have to work at all.' Not only that, but psychological safety is missing, which is only exacerbated by a lack of social support groups, financial instability and climate change. Speaking of - '53 percent of employees don't look forward to work because of coworkers, 43 percent didn't feel a sense of connection to coworkers and a startling 38 percent don't trust their coworkers'.
We basically spend a third of our life working, commuting to/from work and thinking about work. Surely we can expect better? More respect for ourselves as well as more accountability from companies when things go wrong, whether that is towards their workers, the environment, the economy - essentially a sense of ethics. But most of us feel powerless, because our values and belief system is most of the time not met not met by the other party.
Why has this become even more prevalent after covid? The pandemic accelerated these transformations in the workplace, forcing businesses to grant employees more autonomy and freedom in how they conduct their tasks. Their time at the desk wasn't monitored, neither was their arrival or departure from the office. On the contrary, managers were forced to trust employees because they had no other choice for results to be delivered. That removed some of their power, putting it back into the hands of those with the purchased intellectual capacity. And 'when it's taken away, we feel it on a psychological, sociological and evolutionary level.'
But another thing that this book also does brilliantly is offer solutions and food for thought. For example, creating recognition models from employee to employee, beyond manager to report. Making sure that women are supported in building a career and advancing to senior leadership positions. Celebrating people from different backgrounds and ways of life, such as women as I mentioned before, as well as those Boomers, LGBTQs and people of different ethnicities. Demonstrating trust towards employees by allowing them to decide which activities are best conducted in the office or at home, optimising for social connection when meeting face to face. Even the small act of asking for feedback and taking it onboard in modelling a position to bring together company requirements with the employee's career goals is done too little nowadays.
There are a lot of things we can do, and it starts with trust to treat employees with respect.
This is a brilliant read, that not only helped giving me hope that there are like-minded people who are looking for ways to progress our society and take advantages of more recently released technology and understanding of effectiveness, but also provided a data-driven background and accessible solutions that you can advocate for even today under the headlines of Hope, Purpose, Community, Compassion, Freedom, Openness, Belonging and Recognition.
A huge theme throughout is a disconnect between the person and the business, a lack of inspiration. 'Two in five workers believe that the world of work is fundamentally broken and one in four wish they didn't have to work at all.' Not only that, but psychological safety is missing, which is only exacerbated by a lack of social support groups, financial instability and climate change. Speaking of - '53 percent of employees don't look forward to work because of coworkers, 43 percent didn't feel a sense of connection to coworkers and a startling 38 percent don't trust their coworkers'.
We basically spend a third of our life working, commuting to/from work and thinking about work. Surely we can expect better? More respect for ourselves as well as more accountability from companies when things go wrong, whether that is towards their workers, the environment, the economy - essentially a sense of ethics. But most of us feel powerless, because our values and belief system is most of the time not met not met by the other party.
Why has this become even more prevalent after covid? The pandemic accelerated these transformations in the workplace, forcing businesses to grant employees more autonomy and freedom in how they conduct their tasks. Their time at the desk wasn't monitored, neither was their arrival or departure from the office. On the contrary, managers were forced to trust employees because they had no other choice for results to be delivered. That removed some of their power, putting it back into the hands of those with the purchased intellectual capacity. And 'when it's taken away, we feel it on a psychological, sociological and evolutionary level.'
But another thing that this book also does brilliantly is offer solutions and food for thought. For example, creating recognition models from employee to employee, beyond manager to report. Making sure that women are supported in building a career and advancing to senior leadership positions. Celebrating people from different backgrounds and ways of life, such as women as I mentioned before, as well as those Boomers, LGBTQs and people of different ethnicities. Demonstrating trust towards employees by allowing them to decide which activities are best conducted in the office or at home, optimising for social connection when meeting face to face. Even the small act of asking for feedback and taking it onboard in modelling a position to bring together company requirements with the employee's career goals is done too little nowadays.
There are a lot of things we can do, and it starts with trust to treat employees with respect.
October 13, 2024
Have you ever found yourself in a bit of a slump?
That's kinda sorta been where I've been at as of late. After an extended battle with cancer that was diagnosed not long after a promotion, I found myself struggling with my post-pandemic now I've got cancer work life.
Truthfully, cancer was just the latest trauma in what has been an intense five-year period marked by multiple health issues, multiple losses, and trying to adjust to an entirely different area of work.
Now then, Jennifer Moss's "Why Are We Here?: Creating a Work Culture Everyone Wants" isn't wrapped around the specific kinds of issues that I've been working through, however, this incredibly engaging and informative book does add rich humanity to a deep dive discussion on how our relationship with work has changed and how those of us who are leaders, myself included, can work toward making things right.
An awful lot of us have struggled in a post-pandemic, remote work, return to work, hybrid world that is both painfully obvious yet difficult to express. For some, the changes have resulted in high motivation and performance. For others, a lingering malaise dominates and impacts.
I know very few people who haven't asked the question "Why am I here?"
The best employees feel differently about work these days. Leaders and manages are left to decipher codes, adjust to practical realities, and shift spontaneously. Things in the workforce have changed and we're really only beginning to recognize it all.
Now, we have to figure out how to do something about it.
Moss is the author of "The Burnout Epidemic" and is known as a workplace expert. With "Why Are We Here?," Moss journeys with us into the frontlines of this historic shift. This is a book filled with interviews, research, and case studies exploring what's happened, what can be done about it, and who's doing it right.
While filled with research, "Why Are We Here?" is surprisingly emotionally resonant and personal. In some ways, it's a get back to basics book in which much of what I read both felt familiar yet exhilarating. Indeed, Moss paints us toward a work culture that I certainly want and I can't help but think it's going to resonate with an awful lot of folks.
A Harvard Business Review Press title, "Why Are We Here?" is informative, compelling, insightful, and immensely relatable. Moss immerses us in this new work world and offers us a road map toward getting where we want to go as employees, managers, leaders, and organizations. As I was reading, I was envisioning implementation of several guides offered in "Why Are We Here?" and, perhaps even more importantly, I was becoming more confident that I could successfully travel this road and make some changes to create a work culture I want, my employees want, and one that will benefit my organization.
That's kinda sorta been where I've been at as of late. After an extended battle with cancer that was diagnosed not long after a promotion, I found myself struggling with my post-pandemic now I've got cancer work life.
Truthfully, cancer was just the latest trauma in what has been an intense five-year period marked by multiple health issues, multiple losses, and trying to adjust to an entirely different area of work.
Now then, Jennifer Moss's "Why Are We Here?: Creating a Work Culture Everyone Wants" isn't wrapped around the specific kinds of issues that I've been working through, however, this incredibly engaging and informative book does add rich humanity to a deep dive discussion on how our relationship with work has changed and how those of us who are leaders, myself included, can work toward making things right.
An awful lot of us have struggled in a post-pandemic, remote work, return to work, hybrid world that is both painfully obvious yet difficult to express. For some, the changes have resulted in high motivation and performance. For others, a lingering malaise dominates and impacts.
I know very few people who haven't asked the question "Why am I here?"
The best employees feel differently about work these days. Leaders and manages are left to decipher codes, adjust to practical realities, and shift spontaneously. Things in the workforce have changed and we're really only beginning to recognize it all.
Now, we have to figure out how to do something about it.
Moss is the author of "The Burnout Epidemic" and is known as a workplace expert. With "Why Are We Here?," Moss journeys with us into the frontlines of this historic shift. This is a book filled with interviews, research, and case studies exploring what's happened, what can be done about it, and who's doing it right.
While filled with research, "Why Are We Here?" is surprisingly emotionally resonant and personal. In some ways, it's a get back to basics book in which much of what I read both felt familiar yet exhilarating. Indeed, Moss paints us toward a work culture that I certainly want and I can't help but think it's going to resonate with an awful lot of folks.
A Harvard Business Review Press title, "Why Are We Here?" is informative, compelling, insightful, and immensely relatable. Moss immerses us in this new work world and offers us a road map toward getting where we want to go as employees, managers, leaders, and organizations. As I was reading, I was envisioning implementation of several guides offered in "Why Are We Here?" and, perhaps even more importantly, I was becoming more confident that I could successfully travel this road and make some changes to create a work culture I want, my employees want, and one that will benefit my organization.
May 19, 2025
Overall so many great messages in this book. Items I’ve highlighted and intend to refer back and use myself throughout my career.
I did find the messaging in the first 65% of the book written stronger than the last bit of the book. Which is unfortunate because the themes in the last bit were important.
In the beginning, each theme was discussed with examples, details and actionable items. All of which helped the messages resonate with me more. The last bit felt rushed and I missed some of the above items that helped with connectivity.
I did find the messaging in the first 65% of the book written stronger than the last bit of the book. Which is unfortunate because the themes in the last bit were important.
In the beginning, each theme was discussed with examples, details and actionable items. All of which helped the messages resonate with me more. The last bit felt rushed and I missed some of the above items that helped with connectivity.
November 3, 2024
As someone who is stepping into a new leader role at their job, this book was able to give me ideas on how to keep a better work environment with my team while also reflecting on myself. This book not only gives you information about each topic, but also practical ideas on how to make a better work environment for all employees. I would recommend this book to everyone.
Thank you to Harvard Business Review press and NetGalley for the ARC in exchange for an honest review.
Thank you to Harvard Business Review press and NetGalley for the ARC in exchange for an honest review.
December 29, 2025
Unfortunately the author is delusional. She says managers should use a ratio of 5 to 1 positive feedback to constructive criticism. The person would think they are doing a great job and not even notice the criticism! She also suggests regular pay increases would help with anxieties about the cost of living crisis. While this would be ideal, it may not be achievable depending on the macro economic environment. I truly wish that I lived in the utopia where this was actionable advice.
August 1, 2025
Well-intentioned, but thin and scattershot. Very little that is new or actionable. Also, oddly aspirational chapter titles that obscure actual content: the chapter called "Recognition" is about women's experience of workplace discrimination, the chapter "Openness" is about generational difference between needs and preferences of different-aged workers, and the chapter "Compassion" is about AI.
January 23, 2025
This book came out at a perfect time for me professionally. I am a big fan of Jennifer Moss’ The Burnout Epidemic and articles she writes. It has given me a lot to think about on my career journey and what’s next.
June 11, 2025
This book offers practical insights into creating a workplace where people feel valued, connect and inspired, making it a vital read for anyone seeking to foster a culture that your team is proud of.
February 8, 2025
i’d love to provide a copy of this book to every leader i know.
April 1, 2025
Great information. Very helpful.
May 21, 2025
Touched on good intangible qualities to consider when boosting company culture and engagement.
September 7, 2025
Read for work and a business book club. Certainly some interesting and discussion worthy topics. Not a favorite business book.
March 18, 2025
I found this book to be very insightful and informative. The author provided numerous strong arguments with generous amount of supporting details. Talking about workplace culture and wellness has been an increasingly important topic since the start of the pandemic in 2020. Fortunately, this book also provides hope as well as a reminder that organizations should do more to avoid burn out.
Displaying 1 - 15 of 15 reviews