Why Women Prefer Working Together (and Why Men Prefer Working Alone)

One of the puzzles of the persistent gender wage gap is why women are highly overrepresented in certain fields, like the nonprofit sector, and hugely underrepresented in other fields, like financial institutions and executive positions in major companies. One reasonable question to ask about the gap is: How much should we blame “the system” (i.e.: clubby nepotism, sexism, lack of paternity leave) and how much should we chalk this up to women’s decisions (i.e.: leaning out in their late 20s and choosing careers that pay less even when they had options to earn more).

Peter J. Kuhn and Marie-Claire Villeval wade into this contentious field with a new study: “Are Women More Attracted to Cooperation Than Men?” The short answer is, well, yes. The more complex answer is: Yes, because men demonstrate more overconfidence in their own abilities and distrust in their colleagues’ aptitude, except under key situations.

Numerous studies have shown that women prefer to work in teams, men prefer to work alone, and women perform worse in competitive environments, even when their performance was similar to men in noncompetitive environments. Kuhn and Villeval wanted to understand why. Although their experiment is highly theoretical, its real-world applications are clear. Women outnumber men in many helping occupations, from charitable organizations to nursing, both of which offer cooperative production with less financial reward.

Their most important conclusion involves perceptions of relative competence. Basically, if you think your colleagues are idiots, you don’t want to cast your lot with them. But if you think your colleagues are smart, you’ll see the advantages in working as a team. Women demonstrated less confidence about their own abilities, the researchers said, and more confidence in their potential partners’ abilities. They were also much more sensitive to increasing their potential partner’s incomes, reinforcing a well-established idea that women demonstrate more “inequity aversion” than men. That is, they’re less comfortable with their colleagues making dramatically different salaries.

But, interestingly, the researchers found that a tiny tweak in team-based compensation erased this entire gender gap.

Kuhn and Villeval cleverly ran an experiment allowing men and women to select team-work versus solo-work, and then re-ran the experiment increasing the returns from excellent team-work by about 10 percent. Once they did this, the cooperation gap between men and women disappeared, as you can see in the difference between Figure 1 and Figure 2 below (EA Treatment = efficiency advantages, or modestly increasing the gains from teamwork).

“The gender gap in the willingness to form a team vanishes when efficiency advantages are introduced,” the researchers said, “because both genders increase their team choices, but men’s increase is much larger. ” In other words, men are more sensitive than women to small tweaks in team-based compensation.

Maybe that sounds absurdly theoretical to you. But it’s a lesson many corporations are already putting to work. The number of Fortune 1000 companies using workgroup or team incentives for at least a fifth of their workers more than doubled between 1990 and 2002, and management have switched to team-pay in both the minimill and the apparel industry.

This isn’t just a story about gender wage gaps; it’s a story about motivation. In manufacturing and other complex processes, teamwork is vital. It’s not enough to focus on making brilliant women feel confident. It’s also key to make overconfident men trust that their colleagues just might be competent

via Why Women Prefer Working Together (and Why Men Prefer Working Alone) – Derek Thompson – The Atlantic.

Why Women Prefer Working Together (and Why Men Prefer Working Alone)

Zappos CEO asks these interview questions to get people off their script

During my “Corner Office” interviews, I always make sure to pose these questions to CEOs: “How do you hire? What qualities are you looking for? What questions do you ask?”

Over the course of more than 250 interviews, I’ve heard some surprising answers, particularly about the questions they ask job candidates. After all, these leaders face a clear challenge when they meet with prospective hires: Most of the people they meet have been coached and trained to come up with the “right” answers to questions, so that they can present a blemish-free and upbeat narrative about their career. And so, when they are asked about their weaknesses, candidates will inevitably try to turn a negative into a positive, as in, “I care too much.” Or, “I’m a perfectionist.” Or, “I work too hard.” The CEOs have heard them all before, and the answers can sound like Muzak after a while.

And so the CEOs have had to devise clever questions to get people off their scripts. I’ve come to think of them as “bank shot” questions that get around the façade that people present, so that they can get a sense of what the person is really like, and how self-aware the candidate is.

Here are a few particularly interesting examples—the first one is from Tony Hsieh of Zappos.com:

“One of our interview questions is, literally, on a scale of 1 to 10, how weird are you? If you’re a 1, you’re probably a little bit too strait-laced for us. If you’re a 10, you might be too psychotic for us. It’s not so much the number; it’s more seeing how candidates react to a question. Because our whole belief is that everyone is a little weird somehow, so it’s really more just a fun way of saying that we really recognize and celebrate each person’s individuality, and we want their true personalities to shine in the workplace environment, whether it’s with co-workers or when talking with customers.”

Here’s another question that Hsieh asks in interviews:

“If you had to name something, what would you say is the biggest misperception that people have of you?’ Then the follow-up question I usually ask is, ‘What’s the difference between misperception and perception?’ After all, perception is perception. It’s a combination of how self-aware people are and how honest they are. I think if someone is self-aware, then they can always continue to grow. If they’re not self-aware, I think it’s harder for them to evolve or adapt beyond who they already are.”

This notion of honesty and self-awareness are tough qualities to get at in an interview, but here’s an interesting approach from Wendy Lea of Get Satisfaction:

“Here’s my favorite interviewing question: ‘Let’s assume we’ve worked together now for six months. There’s something that I’m going to observe of you that I have no idea about right now. What would that be?’ And it could be good or bad. I’ll let them decide. It forces them to clean out their closet a little bit. The human condition is so complex. I’m not a zipped-up girl. I have moods. I have emotion. I need people to show me their own complexity, because if they don’t have any, they may freak out with me. I might hear, ‘Well, you might notice I get overwhelmed.’ And I’ll say, ‘What would be the circumstances that would put you in that state?’ This is not a formula, but it does help me understand how self-aware they are. I had one person say: ‘I think you would be surprised that I’m as decisive as I am. People think I’m not because I’m kind of easygoing, but I’m more decisive than I look.’”

And here’s a great way to get at the question of somebody’s weaknesses, without falling into the trap of predictable answers, from Seth Besmertnik, the CEO of Conductor:

“I ask people where they want to be in the future. They tell me, and then I say, ‘Do you think you’re going to be different then than you are today?’ And they’ll usually say, ‘Of course I’m going to be different.’ Then I’ll say: ‘So how are you going to grow from the person you are today to the person you are then? Where do you most need to grow to achieve where you need to go?’ This is a very indirect way of asking people what they need to work on. From that answer, you get a strong sense of a person’s confidence. If people are confident, they’re willing to admit weaknesses and insecurities. And you get a sense of how self-aware they are.”

via Zappos CEO Tony Hsieh asks these interview questions to get people off their script – Quartz.

Zappos CEO asks these interview questions to get people off their script

“Industry Experience Required” Is a Mindset We Need to Get Out Of

“Industry experience required. Industry experience preferred.”

When I see these type of requirements listed in a job ad, they cause my eyes to glaze over.

I have had friends call and ask, “do you think I should apply if it says this?” My response is that clicking submit only takes a few seconds.

But maybe, there is a SMART recruiter out there who will ignore that ridiculous screening requirement and will instead look for talented people from other industries.

A sign that you just don’t get the “talent thing”

In searching for talent, we all have our own view on how to evaluate. What I may see you may not see, and vice versa. And, I believe in the concept of leaving no stone unturned in the constant search for talented people.

However, when we put restrictions on who we are interested in, or will only look at someone who is or has been in a certain industry, we are showing just how we really do not get the talent thing.

Every time you allow your company to throw up that talent filter, you are saying that you are not innovative and that you simply do not want new ideas.

What data have you used to make the assumption that if you were in a certain industry you would be successful in this job? Can you prove, beyond a reasonable doubt, that the only people who will be successful in this role are people coming from there? If you have that metric and it works for you, so be it.

However, smart companies today should look for transferable skills and not get too concerned about the industry experience. That is so Recruiting 1.0.

Innovation comes from a new mindset

My background is publishing, media and the entertainment business. Today, my industry is military aircraft maintenance.

Now, tell me the connection between these industries. In the end, it is still HR and my skills are transferable. In fact, my successes in the U.S. were easily rolled over to the new culture.

My views on HR are probably 180 degrees different from the HR professional here in this country (Saudi Arabia). However, this company was smart enough to look outside of their industry for someone to lead the HR function, whether it was me or someone else.

This past week I came across an article at MAD [MediaPost Agency Daily], titled Agencies Need to Tap a Broader Talent Pool which was written by Will Campbell, CEO of Quantasy. His article spoke about the “seismic shift” the agency world has gone through. He went on to describe how successful firms are rethinking their approach to talent by “reimagining their positions.”

Using their non-conventional staffing model, Quantasy went outside of the industry and hired successful people who had NO previous ad agency experience — an award-winning music executive, a web entrepreneur, a screenwriter, and even a blogger, to work on their many projects.

If you are involved in HR, or for that matter are just interested in how to take your company to the “next level,” this article is a must read.

Changing the narrative of your personal brand

Talent is scarce today and it will continue getting scarcer. Just by opening up your talent requirements to various skills sets, and not just specific industry experience, expands an organization’s talent capabilities.

In a lot of cases, hiring managers are the hard liners when it comes to this outdated concept. They feel that the only ones that can do their business is someone who has already been in their business.

I worked for a lot of years in publishing, where editors had the strategic roles within. That may still be the case for some that are holding on, but the new big thing is to look past industry experience for digital professionals where ever they may be.

As a matter of fact, I often tell my former publishing colleagues to change the narrative of their personal brand from “publishing experience” and instead express a varied background with digital leading the charge and publishing coming up in the rear.

In our role of being innovative HR practitioners, this same concept can be applied to us in our own development. Are we only reading HR bloggers and HR websites? If so, you are caught up in a loop like the old vinyl records that keep skipping and repeating the same songs over and over again.

Going beyond our own sphere

Stretch your development by reading about other professions. I found this article about Quantasy because I’m a big fan of marketing and advertising periodicals, their blogs, etc. My reading list also includes articles from Psychology Today, CFO, CEO.com, CMO.com and Advertising Age, to name just a few.

I want to stay abreast of all the thinking within the organization, not just my own profession. I want to know what all the others are doing to deal with disruption in their respective professions.

Our thinking has to go beyond our own sphere. We can’t allow our organization to get stuck in the one-industy corral.

If we want to be the captain of our organization’s human capital, we to need to move beyond a locked-in mindset. We can’t afford to focus just on our own industry, whether it is hiring or our own self-development. Read about it from a different vantage point and you just may learn something and gain some new ideas.

Hire from a different vantage point and the sunrise of innovation just may come up over your horizon.

via “Industry Experience Required” Is a Mindset We Need to Get Out Of.

“Industry Experience Required” Is a Mindset We Need to Get Out Of

How to Create a Great Company Culture

No matter what company you work for, it’s never too late to redefine certain elements of your corporate culture. There are 3 times as many programmer jobs as programmers, and with such a great demand, the cultural aspects of your work environment set you apart from competitors. Every applicant who walks through your doors should walk away with a positive, lasting impression. To do this, let your culture translate into every aspect of your business—from office organization to your meeting structure. Here are a few tips to get you started.

The Big Picture:

Get behind a greater goal.

Identify your company’s main objective and seek out candidates whose interests match. You’ll promote retention and guarantee that everyone on your team is “in it to win it”—not just until a shinier, newer job comes along. At Stack Exchange, our mission is to make the Internet a better place to get expert answers for your questions. If this idea doesn’t set a candidate’s heart a-flutter with excitement, then we know they won’t bend over backwards to help us get there.

Give colleagues something to bond over.

Find the right balance of worktime vs. playtime based on the personalities in your organization. It’s easier to work together professionally if you know each other personally. This can mean different things. In our office, we bond over how much we all love “Taco Day” for lunch. But we also bond over birthday cakes for our colleagues, our rising rank in the top U.S. websites, and company t-shirts that incorporate our unicorn mascot. We don’t have fun all the time, but we also don’t work without laughing.

Encourage your employees to learn.

If your team is always learning, they won’t get bored with their jobs. Offer training sessions, conferences, brown-bag lunches (internal tech talks where one employee teaches the others something cool), free books and periodicals. We also let our employees work outside of the box some of the time. Give them a slice of time to try something crazy, even if it’s only a one-week project that doesn’t work. Let programmers work on different languages just for fun and encourage a bit of experimentation to show you value their ideas and that you want to see them grow in their roles.

Be picky when recruiting.

Time is money, and you can’t afford to waste either. When scouting out potential candidates, avoid the undesirables who have been scouring mass job boards for months. Instead, look for the potential hires who have made themselves integral assets with their current teams. Rather than focus on active job seekers, look in non-obvious places to find passive candidates. Just make sure you clearly explain why they should leave their current role for a better opportunity with your team.

The Nitty Gritty:

Rethink your meeting structure.

If you’ve ever been booked in back-to-back meetings all day with little time to focus on your assignments, you might need to switch up the way you distribute information among the office. Though meetings can be a valuable tool for keeping everyone on the same page, too many can instead lead to unproductive “coasting” rather than active work time. Don’t let your employees turn their brains off. Keep meetings to a minimum while still keeping everyone engaged.

Get rid of one silly policy.

Do you have strict rules about what brand of supplies your employees are allowed to request? Not only are these rules antiquated, but they make employees think they need to ask permission for tools that will help them do their jobs better. It’s worth the extra $50 to buy your employees the type of supplies they want instead of enforcing a policy just for the sake of having one. So think twice about the rules in your handbook and eliminate any policies that seem outdated or not relevant for your current work environment.

Let night owls be night owls.

The 9-5 culture is drifting to the wayside as the global workforce becomes more and more digital. If employees have projects that aren’t contingent upon traditional business hours, don’t make them show up just for “face time.” Open your culture to accommodate different schedules—even if it’s only on an infrequent basis. You’ll find that productivity will shoot through the roof if you give your employees the option to work when and where they prefer. At the end of the day, flexibility also shows that your company is willing to evolve and adapt as situations change.

Offer “unlimited” sick days.

Face it: When the office cougher starts hacking away at your morning meeting, nobody wins. The sick employee spends the day not getting better while the rest of the office politely tries to avoid their cold-infected teammate. If you instead offer “unlimited” sick days, this shows your employees that you care and trust them to decide when they are sick and should stay home. You’ll keep the office healthier and boost respect on both sides.

via How to Create a Great Company Culture – Stack Overflow Careers 2.0.

How to Create a Great Company Culture

The 6 Key Traits Every Startup Employee Should Possess

Ask any startup founder, and they’ll agree – a company’s success depends largely on your ability to build a solid team around you. You need to have people on board who you can count on, who are fully behind your vision, and who can consistently outperform the competition, taking you to the top of the pack. When you’re just starting out, a strong company culture is the foundation for your startup’s success.

If you’re at all familiar with what we do here at Good.Co, then it wouldn’t surprise you to learn that how I hire is largely focused on company culture fit. After all, research shows that a hire’s personality fit with immediate peers is more critical than the overall culture of the company or even functional skills (Corporate Executive Board Study, 2013).

However, as a young startup with a small, close-knit team, there’s an additional set of criteria I use when assessing potential hires. If you’re a startup founder looking to build your team, I’d like to share with you the six key traits I look for when hiring, which have served me quite well thus far.

1. Passion
I’m a firm believer in the fact that if you love what you do, work feels like play. My team and I are passionate about creating happier, more productive workplaces, and this shared passion is a huge part of our company’s culture. For this reason, I only hire people that are just as passionate about what Good.Co is doing as I am. When your entire team is working towards the same goal with the same level of enthusiasm, the sky’s the limit.

2. Problem-Solving
At Good.Co, we practice a unique 50/50 rule when assessing a new hire. While one-half of what we seek is directly related to functional skills, the other half is all about the ability to adapt and problem-solve. We have learned that the first dozen startup hires are essentially part of the co-founding team. Because these team members will play such a critical role in setting the tone of growth, it is unrealistic to hire purely for functional skills.

No doubt it’s important to have process, but the fact is that too much structure can be detrimental to a startup’s key competitive advantage – speed. The purposely chaotic manner in which we go about building stuff requires people to think on their feet and “fill the holes” as needed. This means that each one of us has to have a pretty good understanding of each aspect of the business, whether it’s development, design, psychometrics, user experience, or growth hacking. The cohesion this creates is invaluable in our ability to move quickly and iterate. Of course, this cohesion might not be sustainable as the team grows, but why lose that competitive advantage sooner than we should?

3. Smart Recklessness
“Recklessness” is a loaded word with undeservedly negative connotations, but calculated recklessness can be a powerful asset with the ability to move mountains. At Good.Co, we are looking to fix hiring from the bottom-up. Why? We realized that an evolutionary product simply wasn’t going to cut it. Every day, I ask myself what we could be doing differently – not for the sake of doing it differently, but with an eye towards making things better. In order to be successful, I believe everyone on my team should be doing the same.

Playing it too safe and playing too much into the system can be toxic for a company of any size, let alone a startup where ‘learning’ is a critical metric. We strongly believe that learning comes from making mistakes – and if you’re afraid of making mistakes, then it is going to be impossible to discover that extra 1% insight that separates breakthrough companies from the rest.

4. Integrity
In a startup environment, stakes are high and integrity is key. Can you implicitly trust every single one of your employees to not only get the job done, but to also do it to the best of their ability and safeguard your company’s intelligence? Sure, you may be sitting across from a brilliant developer or product manager, but if you can’t wholeheartedly trust them, it’s time to move on to the next candidate.

5. Fit
Not unlike most young startups, our team here at Good.Co is small – but mighty. At this stage, fit isn’t just important, it’s vital. Every single person on our team works closely together on a daily basis – so our marketing people must be able to get along well with our developers, our psychometrics team with our designers, and so on. Not only do we use our own product to assess FitScore, but we also make sure each candidate meets every member of our team so we can see how they interact. Thankfully, we’ve been lucky in this regard and have built a team that doesn’t just simply get along, but actually feels like a group of friends working single-mindedly towards a common purpose. When it comes time to burn the midnight oil, this type of “fit” between employees makes all the difference in the world.

6. Complementary Skills
One of the biggest mistakes I see many managers make is hiring their likeness, when in reality, they should be doing the exact opposite. When hiring new team members at Good.Co, I look for people with strengths that are the exact opposite of those they’ll be working with. For example, if a current team member is more creative, the person I hire to work with them should be more analytical in nature. In addition, we use Good.Co’s Team Fit tool to see what sort of “role” any new hire will take on within our organization, which has helped us immensely in filling strengths gaps.

via How I Hire: The 6 Key Traits Every Startup Employee Should Possess.

The 6 Key Traits Every Startup Employee Should Possess

When Leaders Fail

I read a fascinating article in Wired recently about how Google has failed to respond appropriately to rise of Facebook and other social networking sites. Google chairman and former CEO Eric Schmidt is taking full responsibility. Schmidt is quoted as saying, “I clearly knew I had to do something and I failed to do it.”

For me, this was the most intriguing line in the article. Sam Gustin, the writer of the article, explained Schmidt “was so focused on running Google’s day-to-day operations that he didn’t give the issue the necessary attention.”

That’s when leadership fails. It’s easy to fall into the trap. We get focused on doing what we do. We try to get better at. We do all we can to get the team focused on what we do. We want improvement. We want quality. We want to do what we do well.

The problem is that when we get so focused on doing what we do well, we run the risk of missing what’s happening in the bigger picture.

What we do well and had success doing in the past, may not work now and in the future.

Other opportunities may surface, but we’re so focused on what we have to do today that we miss them.

New threats to our strategy continue to pop up. If we only work on the day-to-day, they go unnoticed.

We may falsely assume that the people we’re trying to reach stay the same — we assume their needs never change.

Here’s what’s most challenging about all this — leading the day-to-day is the easy part of leadership. We know it. We’re comfortable with it. We feel good doing things we know how to do.

The challenge, of course, is that an organization concerned about impacting multiple generations will experience a brief existence and then die if it’s focused solely on the day-to-day…even if the quality of the execution is flawless.

It’s probably time we pause to notice and then act on what requires our necessary attention.

via When Leaders Fail – TonyMorganLive.com.

When Leaders Fail

Reinvent Company Culture? First Let"s Revolutionize How We Work

This past weekend we had a opportunity to sit with a group of wonderful people at the Work Revolution Summit with the same goal as us: “to completely reinvent the very fabric of work.”


When we first met with one of the event organizers, Josh; he quickly let us know of what he thought of the “rules” and mentality of the modern day workplace and we knew right then that we were getting involved with something great.

We made the drive down to New York for the Summit and upon arrival we couldn’t help but notice that we were surrounded by like-minded individuals that genuinely wanted to change the way people work. We all knew the numbers behind the high stress levels of work, low employee engagement rates, and the current employee turnover plague that is taking over the corporate world.

The speakers were absolutely terrific and they interacted with the group very well and even though they all brought a different approach they all had the same message:

There Are A Lot Of Flaws Within The Current Workplace

Often, we hear about the same two companies that have stellar employee engagement and company culture.

It’s always, “Google lets their employees do this” or “Zappos lets their employees do that.” After people are done talking about them, it feels as if there’s a certain drop-off till we reach the next innovative employee-centric company.

I’m sure there’s a lot of great companies out there… Heck, all the companies that were represented at this summit were amazing. But out of all the companies in the world, how many are making a conscious effort to create an employee-centric company culture? Judging from my observations, not a whole lot.

After all these years, we began working harder, not smarter. People are feeling more stressed at work than ever and a major part of that is because they’re required to do a lot more and produce quickly. I get it, the world is moving faster and information can be exchanged at the drop of a dime.

We can communicate quicker, hold video conferences with people across the world to get deals made faster, and technology is making work easier… but it’s messing up employee performance. To quote the popular Spiderman film: “with great power, comes great responsibility”. so with all these advancements to make businesses succeed, how come big businesses are not making a conscious effort to satisfy the needs of their employees? Heck, at least give them an opportunity to have a less stressful life.

“Employees First” Is Easier Done Than Said

Sure there are plenty of perks that you can give employees to make them feel happy, but even after a while the old ping-pong table and free beer at the office will not be enough to keep an employee there.

This may be harder for larger enterprises, but every company should switch to having an employee-centric company culture.

I may be wrong on this one, but I don’t think any two human beings in this world are alike. We all have different traits, different triggers, and different stories. If companies want to get the best results they should tailor to the needs of their employees.

I’m sure I’m not the only one to ever think this, but f!%k working 9-5!

I have to apologize to my friends across the pond who came up with the concept of working 8 hours a day, but the rule has not stood the test of time. There have been plenty of societal changes since the early 1800’s that have made that model completely flawed.

In my neck of the woods being a 9-5er entails waking up extra early to get caught in a dreadful commute to (and from) work and being forced to give your best results within those hours — If you come up with something after that, way to go…remember though, you’ll still have to be in at 9 the next morning.

Chances are that employee wants to spend more time with their children, family, or friends. They want to spend more time doing things that they like. Instead, they have to push all that stuff back to the weekend, when they’re completely burned out and exhausted from the week.

The main problem is that people are living their lives with work as their main priority and their “lives” are secondary.

One of the things that stood out from Jessica Lawrence’s speech at the summit is that when she shifted the paradigm of her organization to become more result-oriented, not only did it lead to higher employee performance and a stronger company culture, but people were living better lives. The majority of her employees began losing a lot of weight, making it to family events (hassle-free), and not having to necessarily worry about work.

If there’s an ideal that your company should strive for, it’s to become a result-oriented + employee-centric company. Out of all the companies that we have researched in starting Officevibe, we have yet to come around ONE company that was employee-centric and had low engagement or poor results.

Work-life balance isn’t just a neat buzzword. It will become the most efficient way of getting high quality work done fast.

Company Culture Needs To Become A Bigger Priority

Startups and SME’s may have this a bit easier than a large enterprise, but there needs to be a bigger push towards creating a strong company culture within offices.

Company culture can not be something that is forced!

It has to grow internally and can be grown at anytime in the company’s lifespan. It’s really up to the people within the company (employees and “higher ups”)  to make a difference and do their best to create a workplace that is full of life and great to be a part of.

One of the things that I found fascinating that I took from both John Maeda and Scott Francisco’s talks, was the impact of design of a workplace and how it can influence a company’s culture.

The architecture, the way that desks are placed, if people prefer to work alone or in groups. All those aspects will help employees work better and collaborate more often.

Once you get past the physical aspect of a company, there’s the people! Do your best to hire, recruit, and retain employees. They’re the lifeblood of your company!

If your company was a car, your earnings would be the gas, your company culture would be both the facade and interior, and your employees would be the driver that makes sure everything is running well. Make sure to keep a smooth exterior and interior for your driver to be happy…even if you’re at a quarter tank, you’ll drive around cozy and happily looking for a place to fill up.

As we closed down, speaker Clay Hebert finished by saying that the summit was truly the beginning of a revolution. He even went on to compare the summit to the Solvay Conference (where 17 of the 29 attendees became Nobel Prize winners, just saying). We were really fortunate to sit among really bright minds that truly want to create brighter tomorrows, but right now we ALL have to figure out a way to make sure that no one dreads their workplace and we can all live happy, healthy, and fulfilling lives.

via Reinvent Company Culture? First Let’s Revolutionize How We Work | Officevibe.

Reinvent Company Culture? First Let"s Revolutionize How We Work