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We: How to Increase Performance and Profits through Full Engagement Hardcover – January 25, 2011

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We: How to Increase Performance and Profits through Full Engagement + Employee Engagement 2.0: How to Motivate Your Team for High Performance (A Real-World Guide for Busy Managers) + Employee Engagement for Everyone: 4 Keys to Happiness and Fulfillment at Work
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Product Details

  • Hardcover: 236 pages
  • Publisher: Wiley; 1 edition (January 25, 2011)
  • Language: English
  • ISBN-10: 047076743X
  • ISBN-13: 978-0470767436
  • Product Dimensions: 9.2 x 6.3 x 0.9 inches
  • Shipping Weight: 13.6 ounces (View shipping rates and policies)
  • Average Customer Review: 4.6 out of 5 stars  See all reviews (27 customer reviews)
  • Amazon Best Sellers Rank: #163,806 in Books (See Top 100 in Books)

Editorial Reviews


‘Karsan and Kruse make their advice actionable for immediate personal and organizational growth…This book is a must read'. (GoDubai, January 2011).

From the Author

Karsan and Kruse offer compelling research and detailed advice that will enable leaders at all levels in an organization to step up the emotional commitment they need from their team members to materially improve performance."
--Douglas Conant, CEO, Campbell Soup Company

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Customer Reviews

4.6 out of 5 stars
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See all 27 customer reviews
The book is easy to read and keeps things simple enough to be understood by most audiences.
Whitney Willis
The individual employee needs to understand how being fully engaged will improve his/her life on the job and will "spill over" to the rest of their lives.
John Chancellor
The closer an organization comes to full engagement of its people, the more productive they will be and the more profitable it will be.
Robert Morris

Most Helpful Customer Reviews

10 of 10 people found the following review helpful By Michael Dawson on January 31, 2011
Format: Hardcover
Your job matters more than you think. In fact, it has a startling impact on all aspects of your life, including your happiness, your health, your weight, your life expectancy, your relationships - even the intimacy of your marriage and your children's behavior at school! This is because work doesn't leave us when we leave the office. Our work-related emotions 'spill over' into other areas of our lives.

'We: How to increase performance and profits through full engagement' is not your typical business book. Yes, it covers employee engagement, leadership and how to increase productivity. But what really distinguishes this from the crowd is that it's also a book for individuals on how to achieve happiness at work.

This dual purpose - of looking at engagement both from an individual's perspective and from the point of view of a manager/employer - is very much deliberate as we're told that employees and their managers have a shared responsibility to work together if they are to bring about the desired state of full engagement.

The authors - Rudy Karsan and Kevin Kruse, both leaders of fast-growing companies - claim you can tell whether employees are engaged by how often they use the word 'We' (as opposed to 'they') when describing their employer. Hence the title of the book.

The authors chart a brief history of the changes that have occurred in the job environment and attitudes to work: from the creation of 'jobs' and 'managers' to the shift to a work-life blend.

For individuals, a key message is that it's unlikely you'll be satisfied in life if you aren't satisfied and engaged at work. Want to be happy with better health and a passionate marriage? Get a job that engages you!

To be engaged, you'll need passion, purpose and pay.
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Format: Hardcover
In an economy where the job market is tight, both employers and employees need to restructure the way they think about the illusory belief that work and life are separate entities. Many times I've emailed people on weekends with a work related question and have been surprised when I've received an almost instantaneous response. Naturally I would think that they needed to get a life, but now realized they were fully engaged in their work as was I. There is no such thing as "entitlement" these days and instead of trying to balance our lives with work, we need to learn to blend them together. The "'We' approach is one that says stop striving for a work-life `balance,' and begin to craft a work-life `blend.'" (p. 26) Of course if you are a clock watcher and have your eyes on that second hand as it approaches five o'clock you do need to get a life ... and a new job.

Your job, on one level, defines who you are and "it should be easy to see how one's employment plays a critical part in who you are and how you experience life." (p. 36) You'll learn about the spillover and crossover effects of your job and how they impact your life and the lives of others, specifically that of your family. If you think that you "leave work at the office" you might just want to rethink that platitude after reading about the psychological effects of work satisfaction or dissatisfaction on the family dynamic. Did you know that "only 45% of workers in the United States were satisfied with their jobs?" (p. 213) Probably no big surprise there and almost everyone is aware of the divorce rate here in the United States.

As we learn to craft a work-life blend we also learn that both the employer and employee need to blend into "We" in order to become "truly engaged at work.
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3 of 3 people found the following review helpful By Adam Bauser on January 27, 2011
Format: Hardcover Verified Purchase
If you're looking for one of those business books where every chapter starts with some thought-provoking story about how some individual or company came to some profound revelation that forever changed their career destiny or bottom line, you should probably find another book to read. While Karsan and Kruse do share more than a few useful anecdotes from their time as business leaders, they also pack this book full of worksheets, surveys, and tools that push the reader to actually apply what's being taught. Better yet, the stuff being taught didn't just fall out of their heads, it's supported with loads of data and research. Have a pencil handy while reading We: How to Increase Performance and Profits through Full Engagement, because you're going to want to take notes.
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2 of 2 people found the following review helpful By RNS VINE VOICE on August 11, 2011
Format: Hardcover
Goes against the grain of those who urge individuals to view their work and personal lives as separate worlds with defined boundaries that should be clearly respected by organizations and families. Proposes, instead, that "the idea that work and life are separate entities is an illusion," and urges readers to "stop striving for a work-life BALANCE, and begin to craft a work-life blend." They see this as a first step toward the individual assuming a shared responsibility for their career and their financial success.

With this view that one should "reject the false choice between work and life, career and family, and fun and money," Rudy Karsan and Kevin Kruse use examples from professional sports and elsewhere to discuss the shift in American society from pay-for-time to pay-for-performance (e.g. a bonus for hitting a certain number of home runs); from limited job choices to a variety of job choices (e.g. playing pro basketball while working on endorsement deals to the side); from holding one job for most of your life to holding multiple jobs at one time or over your career (e.g. playing pro ball while spending summers offering basketball camps); from "false security guarantees to shared responsibility for economic security" (e.g. loss of retirement benefits when the company goes bust, vs ownership interests).

Well-written, with a practical narrative style, it's a good, thought-provoking book that delves into what drives job satisfaction. For example, there's a good discussion of a study published in the British Medical Journal regarding links between work and mortality (e.g. "to see if your job could actually kill you") that revealed that "employees who were dissatisfied with their compensation, recognition and career opportunities had a BMI that was 0.
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