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On Fire at Work: How Great Companies Ignite Passion in Their People Without Burning Them Out
On Fire at Work flies in the face of other books on workplace culture by showing that employee engagement isn't the ultimate goal--it's merely the starting point. Renowned leadership expert Eric Chester has gone straight to the source--top-tier leaders of the world's best places to work to uncover their best practice strategies for getting employees to work harder, perform better, and stay longer. On Fire at Work features examples and original stories from exclusive personal interviews with over 25 founders/CEOs/presidents of companies like Marriott, Siemens, BB&T Bank, Wegmans, 7-Eleven, Hormel, Canadian WestJet, Ben & Jerry's, and The Container Store, along with smaller companies like Firehouse Subs, the Nerdery, and Build-A-Bear. The guiding principle is that any organization in any industry--from Fortune 500 firms to mom-and-pop shops--can learn how to bring out the very best in their employees.
The book's content-rich research and conversational case study-based narrative make it a timely, actionable go-to reference on employee performance and productivity for C-level execs, corporate and government managers, HR professionals, and small business owners.
On Fire at Work is a practical field guide that any organization can implement to build, not an engaged workforce, but a workforce that's on fire !
The book's content-rich research and conversational case study-based narrative make it a timely, actionable go-to reference on employee performance and productivity for C-level execs, corporate and government managers, HR professionals, and small business owners.
On Fire at Work is a practical field guide that any organization can implement to build, not an engaged workforce, but a workforce that's on fire !
258 pages, Kindle Edition
First published October 20, 2015
60 people are currently reading
248 people want to read
About the author
Eric Chester
20 books6 followersNo one has a better understanding of the emerging workforce than Eric Chester. He is the premier expert on school-to-work transition and developing the core work ethic of teens and young adults. As an in-the-trenches professional, Eric has personally addressed more than two million high school and college students, authored nine books for teens, and has kept dialed-in to the mindset of this burgeoning generation.
Described by his audiences as “riveting,” “mesmerizing,” “electrifying,” Eric’s speaking style is compelling, thought provoking, and—most importantly—behavior-altering. He connects easily with his audiences through humor and anecdotes that he customizes for each client.
Having addressed more than 2000 audiences from a plethora of industries over the past 20 years, Eric’s Reviving Work Ethic programs are fluid, teeming with information and strategies, and impeccably aligned with innovative multimedia technology that visually reinforces tools, concepts and solutions. Whether your event requires a 60- to 90-minute keynote, a half-day workshop, or a full-day seminar, Eric will fully engage your group. They will, in turn, walk away highly motivated to implement his actionable ideas in their organizations to develop work ethic.
Described by his audiences as “riveting,” “mesmerizing,” “electrifying,” Eric’s speaking style is compelling, thought provoking, and—most importantly—behavior-altering. He connects easily with his audiences through humor and anecdotes that he customizes for each client.
Having addressed more than 2000 audiences from a plethora of industries over the past 20 years, Eric’s Reviving Work Ethic programs are fluid, teeming with information and strategies, and impeccably aligned with innovative multimedia technology that visually reinforces tools, concepts and solutions. Whether your event requires a 60- to 90-minute keynote, a half-day workshop, or a full-day seminar, Eric will fully engage your group. They will, in turn, walk away highly motivated to implement his actionable ideas in their organizations to develop work ethic.
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Displaying 1 - 6 of 6 reviews
December 10, 2017
Highly Disengaged... Disengaged... Engaged... Highly Engaged... Do you stop there? Most companies do. But this book does not. It says that employees can be on fire! Imagine employees going beyond high engagement at work. And this book has many ideas on how to do it. And those ideas are from great American and global companies like Marriott, Siemens Industrial, BB&T Bank, Wegmans, 7-Eleven, Canadian WestJey, Ben & Jerry's (I remember eating in their resto in Columbus) and The Container Store. If you are working in a small or mid-sized companies, there are also those in the book but I don't know any of them.
As a form of summary, these are what employees want from employers. Except for the first one, most of these can be driven by the managers in the organization:
compensation - money, perks, benefits and work-life balance. Note to me: salary increase can be a motivator but only to some extent. "An employee's paycheck and his or her level of engagement are not joined at the hip" says Chester (p. 38)
alignment - meaningful work at company with values that mirror their own. "A company's core values mean nothing unless they are embodied and displayed by the people who work at the company" (p. 69). This part talks about interviewing, hiring , training, discipling, promoting and modeling behaviors based on values (and some other things). One of the companies, The Dwyer Group, also recites the core values at the start of any meetings with at least 3 employees in attendance, then they give examples of someone in the company who they recently saw living one of the values. Lastly, this part talks about customers are important but employees should be first. Happy employees result to happy customers.
atmosphere - a workplace that provides a safe, upbeat, enjoyable experience. "We don't talk about work/life balance. At EKS&H, we talk about work/life success." says Bob Hottman, Managing Partner, EKS&H. The argument goes that you may have a balance between work and life but if one or both stink that it does not do you any good.
growth - opportunities to learn new skills and advance in their careers. "If you're looking to build a workforce that's on fire, then part of your job is to give them a reason to be on fire" and "As the research shows, most of those who are secretly looking to leave would actually prefer to stay - as long as you give them a compelling reason to do just that" (p. 129). This part I was able to relate the most because of the ongoing project that I have in the company.
acknowledgement - feeling appreciated, rewarded, and sometimes even celebrated. "Employees first, customers second" and "Acknowledgement isn't a program. It can't be automated, nor can it be impersonal. It requires caring, personalization, and a human touch."
autonomy - encouragement to think and act independently and make decisions. "On-fire employees - the kind you're looking to hire and keep - are looking for some latitude to make decisions in the workplace" (p. 171).
communication - being informed about relevant company issues and knowing the company in actively listening to their ideas and wants honest feedback. "When management chooses not to disclose the extent of the difficulties they're facing, trust begins to erode, and the workplace culture is fractured" and "No matter what the situation, employees feel a stronger connection to their leaders and their company when they feel they are kept accurately informed and continually updated with any and all developments" (p. 199).
There is also a part in the book that talks about working from home. In the US, it seems that more employees prefer going to the office because they feel indebted to the company so they end up working harder just to prove that they are on-call anytime. Also, "At The Nerdery, no one cares if you spend some time on Facebook. There's no manager standing over you ready to write you up" (p. 227), the argument being, monitoring employees' use of the computer like the sites they are visiting has become a passe. There are many other technologies that employees can use now.
Overall, an enjoyable read as there are definitely many ideas here that I can use at work. To think that I only bought this from BookSale at P145.00!
As a form of summary, these are what employees want from employers. Except for the first one, most of these can be driven by the managers in the organization:
compensation - money, perks, benefits and work-life balance. Note to me: salary increase can be a motivator but only to some extent. "An employee's paycheck and his or her level of engagement are not joined at the hip" says Chester (p. 38)
alignment - meaningful work at company with values that mirror their own. "A company's core values mean nothing unless they are embodied and displayed by the people who work at the company" (p. 69). This part talks about interviewing, hiring , training, discipling, promoting and modeling behaviors based on values (and some other things). One of the companies, The Dwyer Group, also recites the core values at the start of any meetings with at least 3 employees in attendance, then they give examples of someone in the company who they recently saw living one of the values. Lastly, this part talks about customers are important but employees should be first. Happy employees result to happy customers.
atmosphere - a workplace that provides a safe, upbeat, enjoyable experience. "We don't talk about work/life balance. At EKS&H, we talk about work/life success." says Bob Hottman, Managing Partner, EKS&H. The argument goes that you may have a balance between work and life but if one or both stink that it does not do you any good.
growth - opportunities to learn new skills and advance in their careers. "If you're looking to build a workforce that's on fire, then part of your job is to give them a reason to be on fire" and "As the research shows, most of those who are secretly looking to leave would actually prefer to stay - as long as you give them a compelling reason to do just that" (p. 129). This part I was able to relate the most because of the ongoing project that I have in the company.
acknowledgement - feeling appreciated, rewarded, and sometimes even celebrated. "Employees first, customers second" and "Acknowledgement isn't a program. It can't be automated, nor can it be impersonal. It requires caring, personalization, and a human touch."
autonomy - encouragement to think and act independently and make decisions. "On-fire employees - the kind you're looking to hire and keep - are looking for some latitude to make decisions in the workplace" (p. 171).
communication - being informed about relevant company issues and knowing the company in actively listening to their ideas and wants honest feedback. "When management chooses not to disclose the extent of the difficulties they're facing, trust begins to erode, and the workplace culture is fractured" and "No matter what the situation, employees feel a stronger connection to their leaders and their company when they feel they are kept accurately informed and continually updated with any and all developments" (p. 199).
There is also a part in the book that talks about working from home. In the US, it seems that more employees prefer going to the office because they feel indebted to the company so they end up working harder just to prove that they are on-call anytime. Also, "At The Nerdery, no one cares if you spend some time on Facebook. There's no manager standing over you ready to write you up" (p. 227), the argument being, monitoring employees' use of the computer like the sites they are visiting has become a passe. There are many other technologies that employees can use now.
Overall, an enjoyable read as there are definitely many ideas here that I can use at work. To think that I only bought this from BookSale at P145.00!
June 5, 2018
This book focuses on 7 pillars that shape employee culture: compensation, alignment, atmosphere, growth, acknowledgement, autonomy, communication. I agree with all and found the elaboration to be insightful and compelling. The book seems to be an accurate representation of ‘millennial’ work culture (not self-proclaimed). I align with it, perhaps due to my millennial age, but faintly fear and wonder if this workplace mindset will have longevity. It was good.
Read
January 20, 2021Colleen Savell recommendation
September 23, 2022
Great concepts. Some of the anecdotes went on for too long.
August 31, 2016
“Today, great companies recognize that the employee is number one. When an organization’s people are prioritized, appreciated, and looked after with the same great care and concern formerly reserved for the organization’s best customers, then and only then will the organization’s employees take truly great care of their customers. In other words, great cultures take care of their people, and those people provide the kind of performance, attention to detail, and customer service that grows the organization.” – p. 34.
Good book for bosses to read and try to implement.
EmployEE vs. employER
The ER List: What owners/managers want from their employees
1. Positive attitude—be happy, cheerful, upbeat, optimistic people with a “can do” spirit
2. Reliability—be dependable, punctual, “no excuse” performers
3. Professionalism—dress, groom, and conduct themselves to best represent the company
4. Initiative—always try to learn, improve, and do whatever is necessary to add value
5. Respect—follow company policies and show respect for authority and the chain of command
6. Integrity—be honest, ethical, truthful, and forthright in all situations
7. Gratitude—go above and beyond expectations to deliver outstanding service to all
The EE List: What THEY want from YOU (the pillars of workplace culture)
1. Compensation--money, perks, benefits, and work/life balance (4 models that don’t work: One size fits all vs. paying employee based on the value they bring, exchange money for time, race to the bottom of the wage scale, dangerous nebulous carrots vs. transparency)
2. Alignment—meaningful work at a company with values that mirror their own (Enron promoted values but were empty words).
3. Atmosphere—a workplace that provides a safe, upbeat, enjoyable experience
Seven rings of Saturn, starting with the first outer ring…
a. The Safety Ring: Is my employer doing everything possible to keep me safe?
b. The Acceptance Ring: Can I be my authentic self while I’m at work?
c. The Tool Ring: Do I have everything I need to excel in this job?
d. The Boss Ring: Do I like, respect, and trust my boss?
e. The Coworker Ring: Do I genuinely like the people I work with day in and day out?
f. The Sensory Ring: Does this environment energize me or make me want to find an escape hatch?
g. The Fun Ring: Are we having any fun around here?
Regret and Boredom: The Archenemy of On-Fire Atmosphere
6 key ways bored employees might harm their organization:
a. Abuse of others
b. “Production deviance” (purposefully failing at tasks)
c. Sabotage
d. Withdrawal (calling in sick, showing up late, taking numerous long breaks)
e. Theft
f. Horseplay
Use positive diversion to fight boredom and reengage the disengaged throughout the year, the month, the week, and even the day to make work something employees truly enjoy.
4. Growth—opportunities to learn new skills and advance in their careers (Challenged, Promoted)
5. Acknowledgement—feeling appreciated, valued, rewarded, and sometimes even celebrated
6. Autonomy—encouragement to think and act independently and make decisions; Employees are trusted, empowered
10 ways to cultivate a culture of autonomy/intrapreneur (like they own the company) for On-Fire Performance
a. Share your vision (help employees feel part of something bigger than themselves)
b. Involve employees in goal setting and planning activities
c. Explain the why (of what to do)
d. Let them choose the how
e. Delegate authority, not just work
f. Trust them before you have to
g. Encourage them to solve their own problems
h. Hold them accountable
i. Provide constructive feedback
j. Acknowledge them on the spot for stepping up
7. Communication—being informed about relevant company issues and knowing that the company is actively listening to their ideas and wants honest feedback
Communication: The Inextricable Link between Transparency and Trust
10 Tips for maximizing Communication with Your Employees
a. Speak up. Openly share concerns with your people as they arise. Don’t let little issues grow up to become big ones.
b. Get to the point. Assign tasks clearly and directly, then clarify responsibility and expectations.
c. Give employees your full attention. Meet employees face to face. Have everyone put down their electronic devices.
d. As open-ended questions.
e. Give the straight scoop. Tell employees how it is, not as you wish it was. Don’t soft petal. No tiptoeing around as if employees are children who can’t handle the truth.
f. Explain why.
g. Ask employees what they think.
h. Keep your door wide open.
i. Manage individuals, not groups. Talking to everyone at the same time often results in actually connecting with no one.
j. Course correct. Always be evaluating your communication methods, modes, and techniques and working hard to improve wherever you can.
BTW, workers also like to be...
8. Mentored
9. Involved
10. On a mission
Good book for bosses to read and try to implement.
EmployEE vs. employER
The ER List: What owners/managers want from their employees
1. Positive attitude—be happy, cheerful, upbeat, optimistic people with a “can do” spirit
2. Reliability—be dependable, punctual, “no excuse” performers
3. Professionalism—dress, groom, and conduct themselves to best represent the company
4. Initiative—always try to learn, improve, and do whatever is necessary to add value
5. Respect—follow company policies and show respect for authority and the chain of command
6. Integrity—be honest, ethical, truthful, and forthright in all situations
7. Gratitude—go above and beyond expectations to deliver outstanding service to all
The EE List: What THEY want from YOU (the pillars of workplace culture)
1. Compensation--money, perks, benefits, and work/life balance (4 models that don’t work: One size fits all vs. paying employee based on the value they bring, exchange money for time, race to the bottom of the wage scale, dangerous nebulous carrots vs. transparency)
2. Alignment—meaningful work at a company with values that mirror their own (Enron promoted values but were empty words).
3. Atmosphere—a workplace that provides a safe, upbeat, enjoyable experience
Seven rings of Saturn, starting with the first outer ring…
a. The Safety Ring: Is my employer doing everything possible to keep me safe?
b. The Acceptance Ring: Can I be my authentic self while I’m at work?
c. The Tool Ring: Do I have everything I need to excel in this job?
d. The Boss Ring: Do I like, respect, and trust my boss?
e. The Coworker Ring: Do I genuinely like the people I work with day in and day out?
f. The Sensory Ring: Does this environment energize me or make me want to find an escape hatch?
g. The Fun Ring: Are we having any fun around here?
Regret and Boredom: The Archenemy of On-Fire Atmosphere
6 key ways bored employees might harm their organization:
a. Abuse of others
b. “Production deviance” (purposefully failing at tasks)
c. Sabotage
d. Withdrawal (calling in sick, showing up late, taking numerous long breaks)
e. Theft
f. Horseplay
Use positive diversion to fight boredom and reengage the disengaged throughout the year, the month, the week, and even the day to make work something employees truly enjoy.
4. Growth—opportunities to learn new skills and advance in their careers (Challenged, Promoted)
5. Acknowledgement—feeling appreciated, valued, rewarded, and sometimes even celebrated
6. Autonomy—encouragement to think and act independently and make decisions; Employees are trusted, empowered
10 ways to cultivate a culture of autonomy/intrapreneur (like they own the company) for On-Fire Performance
a. Share your vision (help employees feel part of something bigger than themselves)
b. Involve employees in goal setting and planning activities
c. Explain the why (of what to do)
d. Let them choose the how
e. Delegate authority, not just work
f. Trust them before you have to
g. Encourage them to solve their own problems
h. Hold them accountable
i. Provide constructive feedback
j. Acknowledge them on the spot for stepping up
7. Communication—being informed about relevant company issues and knowing that the company is actively listening to their ideas and wants honest feedback
Communication: The Inextricable Link between Transparency and Trust
10 Tips for maximizing Communication with Your Employees
a. Speak up. Openly share concerns with your people as they arise. Don’t let little issues grow up to become big ones.
b. Get to the point. Assign tasks clearly and directly, then clarify responsibility and expectations.
c. Give employees your full attention. Meet employees face to face. Have everyone put down their electronic devices.
d. As open-ended questions.
e. Give the straight scoop. Tell employees how it is, not as you wish it was. Don’t soft petal. No tiptoeing around as if employees are children who can’t handle the truth.
f. Explain why.
g. Ask employees what they think.
h. Keep your door wide open.
i. Manage individuals, not groups. Talking to everyone at the same time often results in actually connecting with no one.
j. Course correct. Always be evaluating your communication methods, modes, and techniques and working hard to improve wherever you can.
BTW, workers also like to be...
8. Mentored
9. Involved
10. On a mission
This entire review has been hidden because of spoilers.
January 8, 2022
It reads almost more like a well-fleshed-out outline than a narrative book, but it is packed full of good perspectives on servant leadership and how to help people feel like you are really all in it together.
Displaying 1 - 6 of 6 reviews