Customer Reviews

The Why of Work: How Great Leaders Build Abundant Organizations That Win

5 star:		(22)
4 star:		(3)
3 star:		(2)
2 star:		(0)
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Dave and Wendy Ulrich organize the material in this book within a framework of seven questions. As you review the list, begin to formulate your answers.

1. What am I known for?
2. Where am I going?
3. Whom do I travel with?
4. How do I build a positive work environment?
5. What challenges interest me?
6. How do I respond to disposability and change?
7. What delights me?

They devote a separate chapter to each of these seven questions, focusing on real-world situations in which various people address the given issues each query raises. Perhaps your initial responses to the questions have begun to suggest what you would like to change. Perhaps they have evoked others. For example, which of the seven are the easiest for you to answer? Which are the most difficult? Is the answer to any one of them of greater importance to you than any others?

In the Preface, the Ulrichs explain what they hope their book will accomplish. They seem wholeheartedly committed to helping their reader to add substantial value in all areas of her or his own life (notably family, career, and community), and also to help their reader help others to do so. There are frequent references to meaning or the absence thereof. The Ulrichs share their thoughts and feelings about both the "why" and the "how" of meaning at work. "The why refers to the human search for meaning that finds its way into our offices and factories, a search that motivates, inspires, and defines us. The how gets us into the practicalities of how leaders facilitate that search personally and among their employees." Purpose gives both meaning and value to such initiatives. The Ulrichs characterize human beings as "meaning-making machines" who seek and often find inherent value in making sense of life.

Such meaning also has market value because "meaningful work solves real problems, contributes real benefits, and thus adds real value to customers and investors." In this context, the Ulrichs introduce their concept of the "abundant organization" and identify its dominant characteristics: "a work setting in which individuals coordinate their aspirations and actions to create meaning for themselves, value for stakeholders, and hope for humanity at large"; an organization that "has enough and to spare of the things that matter most": creativity, hope, resilience, determination, resourcefulness, and leadership; a profitable enterprise that concentrates on opportunities, potentialities, synergies, and fulfillment of a diversity of human needs and experiences; and especially when times are tough, a social as well as economic forces that can "bring order, integrity, and purpose out of chaos and disintegration."

An abundant organization gives meaning to everyone involved by offering a spiritual as well as physical environment within which to thrive as human beings; their contributions, in turn, create a decisive competitive advantage for the organization while increasing and enhancing its market as well as its social value.

In the final chapter and then in the Apppendix, the Ulrichs share their thoughts and feelings about the implications of the seven principles as well as actions of abundant organizations that they proposed in the first nine chapters. Once again they stress the importance of identifying and then resolving the root causes of both organizational and individual dysfunctionality and deterioration rather than merely respond to its symptoms. Once again, they reassert that the underlying cause of many (most?) problems in the workplace is a "deficit" of both meaning and purpose.

To become and then remain "abundant," an organization must help its people to leverage their strengths and serve their core values, meanwhile doing so with their career objectives in proper alignment with their organization's strategic objectives. That is the "Why" of their relationship. In this brilliant book, Dave and Wendy Ulrich also provide leaders with the "How," the information and counsel they need, to create an abundance of purpose and meaning both for themselves and for everyone else involved, at all levels and in all areas of the enterprise they share.

This is an inspiring book for leaders who strive to keep their employees engaged in their work. In a time of economic challenges this book encourages leaders to infuse real meaning into their organizations. The book is filled with stories that inspire and practical, effective steps to ensure meaningful work in your organization.

Dave and Wendy Ulrich collaborated to create a real gem on how leaders can influence whether workers perceive their work as meaningful and why that is so important. Essentially their recommendations, based on extensive research and experience in organizations and psychology, provide a guide to create meaning that results in tangible value to employees, customers, investors, and communities. Sound too good to be true? It's not -- leaders can help employees build professional friendships which brings meaning to relationships; leaders can facilitate building personal strengths and expand organizational capabilities, both essential to increasing performance and results. There is no fluff in The Why of Work -- read it and become a meaning maker.

Sheryl Dawson
COO, Total Career Success, Inc.
Co-Author, Job Search: The Total System (3rd Ed)

Dave & Wendy Ulrich have produced not just a guide for becoming a better leader and organization but they have created a way for all of us to ask 7 core questions of ourselves on our journey to a more abundant life.

The key highlight for me early in the book is when it is written that "When we find meaning in our work, we find meaning in Life". It was then that I realized that this was not just another book that will help me find better balance in my work but in my life. We do spend more time at work than anywhere else and to think that the two can be managed separately is crazy! This book brings the two together in a meaningful and thoughtful way.

Wrapped around 7 key questions makes the book an easy read and perfect road map to happier work and a more meaniful relationships in and out of work. My favorite question is "What Delights Me?". What a wonderful way to identify what we really value and what makes us happy.

I recommend it for reading by business leaders, future business leaders and anyone looking for a more meaningful and abundant life!

Well done Dave & Wendy and thank you.

Chester Elton

The Why of Work is an excellent call to live fully, meaningfully, and with purpose...and a source of practical guidance for those who want to transform their workplaces and their lives. The authors presented a clear and inspiring account of the meaningfulness of work, smoothly tying together research-based concepts from positive psychology, organizational psychology, leadership development, and interpersonal growth, such as: personal and organizational transformation, strengths-based leadership, employee engagement, connection, purpose, identity, motivation, values, and vision. I was so impressed with this insightful book that I half-jokingly told my husband that I just wasted over four years of graduate school (M.A. in Leadership and Organizational Transformation and working on Ph.D. in Organizational Psychology) when most of what I learned was included in The Why of Work. It should be included as required reading in organizational psychology, business management, and leadership development courses!

Although this book is based on scholarly research and substantiates the information presented with factual evidence, the tone and style of the writing are down-to-earth and understandable by leaders, practitioners, and individuals who want to live abundantly, no longer satisfied with sleepwalking through their lives and careers. The gap between scholar and practitioner has been successfully bridged in The Why of Work, with theory underlying very practical suggestions for applying the information individually and in the workplace (along with helpful tools, such as checklists and worksheets). Not only is this an excellent guide for organizational leaders, but the ideas, examples, tools and questions asked are important for all of us to consider as we make decisions that shape how we live out our lives day by day and the positive impact our lives will ultimately have.

If any of you are looking for applicable advice in these troubled times from the preeminent business consultant and his equally brilliant wife who teaches inter-workings of psychology in human behavior, this is the book for you. The book answers many of the essential questions that people (and businesses) have been asking from the beginning of commerce.

The Why of Work introduces the seven principles viewed through the prisms of the physical & spiritual world, which deviates from other similar book I've ever read. Understanding these varied dimensions teaches the reader to comprehend competitive advantage within any organization and adding enhanced value in varied realms: life, market, and society.

The Ulrich's recommendations are based on experience and research compiled through many years at the highest level of business organizations. Dave & Wendy's personal knowledge within organization and psychology disciplines provides a template to create meaning in many areas. No doubt that this information will translate into results for the small business owner or the Fortune 50 CEO and will make all readers much better leaders.

This book has set a new standard for understanding business from varied and interesting angles. I'd recommend it to anyone looking to grow business or understand overall life perspectives.

There are several powerful messages in this book. 1) Making meaning makes money. When people are in meaningful jobs, they are more productive. 2) Meaning has to be taught. Employees need to be taught HOW to find meaning in work (it isn't always intuitive). 3) Companies that are "abundance" have something real that can translate into market value. 4) Even in a bad economy, meaningful work is possible. The authors give direct advice and stories that demonstrate how to find meaning and train your employees to find meaning in your work. This book is easy to read, thought-provoking, and relevant. Read it with a pencil in hand!

This book will show you it is OK for you and your employees to be human again. Add personality to the job, and encourage interaction. In our world of high tech, web based business, it is gratifying to see the human element will never expire. While most business books and seminars will push you toward more technology, this book will show you how to beat the competition by adding the human touch.

Your business will profit and make an impact in the lives of others. This book is unique and a breath of fresh air. Get it, read it, and let your company come alive with personality.

James Garton

Author of 25 Ways to Make Money Online

Finally a non-academic book that connects meaning-making to the workplace. Here's the good, the bad, and the ugly, IMNSHO:

The Good: The Ulrichs make a case that the need for meaning is a fundamental drive in humans (not a new notion by any means), therefore we should we should expect that it a major factor in engagement at work. People want to find their work meaningful. Thus, organizations and leaders who provide an "abundant" work environment wherein people can find or make a meaningful worklife will be more engaging and ultimately more successful. The book offers some practical ways leaders can make this happen.

The Bad: There isn't anything really 'bad" per se in this volume. However, there is a weakness. The first part of the book is devoted to making the case for the human need for meaning. The Ulrichs cite Viktor Frankl's work to bolster their case. I love Fankl's work, have studied Logotherapy extensively, and was even fortunate enough to have attended a workshop of his while he was still with us. However, Frankl's work (and life) was remarkable in that he was able to find meaning in the most adverse of circumstances and environments -- a Nazi concentration camp. While some of us may have to survive toxic work environments, I doubt any are as dehumanizing as a Nazi concentration camp. This is where the book falls down. The latter portion of the book is all about creating work environments that serve as healthy augers for meaning-making. But Frankl did it in the unhealthiest of environments. What advice do the Ulrichs offer those who work in less optimal work settings? None. This is a weakness in my opinion. Maybe they're holding it back for a sequel?

The Ugly: In one section BP is held up as an example of corporate social responsibility. Oops. But this manuscript was likely already submitted to the publisher when the BP oil spill disaster happened. Still, they should have delayed the release and found another example of social responsibility. To add insult to injury, Goldman Sachs is held up as an example of good risk management. Oops again. As I recall, Goldman Sachs was right in the middle of the sub-prime loan scandal and needed $12 Billion of bailout money during the financial crisis. How can they be seen as an example of good risk management?

But I wouldn't allow these flaws to stop anyone from enjoying this book. Dave Ulrich remains one my favorite business authors.

The IBM Competitive Edge Book Club, open to all Sales, Marketing, and Communication professionals at IBM, voted and selected "The Why of Work" as the Q3 2010 book selection. Overall feedback from the members was good. In the feedback from the members, we ask them the question - "What will you do differently in your job since your study of this book?" Some of the replies directly from the members included:

- "This book gave some good insights of things to consider during the career planning process."

- "I will incorporate some of the suggested techniques when trying to solicit input and motivate my coworkers and customers."

- "For me, that will cause me to remember to think about my passions when I am doing career planning and focus on the quality of my networks at work."

- "I have already incorporated the suggested exercises to a client meeting I am hosting on Friday!"

- "Empathy toward teammates in work and interaction"

I would like to personally thank Dave and Wendy for being apart of the IBM Competitive Edge Book Club experience and given our team a book that has real application for them at work and at home.

Best Regards,
Brien Convery
IBM Business Operations Leader and Competitive Edge Book Club Leader