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Book details
  • Genre:BUSINESS & ECONOMICS
  • SubGenre:Management
  • Language:English
  • Pages:266
  • eBook ISBN:9780989874915

Bloom

Inspiring Ownership at Work

by Matt Dahlstrom

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Overview
In a world where employee engagement is at an all-time low and work-place satisfaction is the worst it’s been in years, BLOOM -- Inspiring Ownership at Work defines the three things employees need to bloom; Goals, Roles, and Rope. Matt Dahlstrom explains that in today’s work environment there are two types of employees: Owners and Renters. An Owner naturally gives 110% to the job because an Owner feels a connection to the job. This connection translates into a sense of responsibility, pride, and satisfaction in his or her work (more productivity). Renters, however, see themselves simply as cogs in the machine. They are convinced that they’re there to “do”, not to “think”; (less productivity), work is work. Renters see it as a way to make a living.
Description
In a world where employee engagement is at an all-time low and work-place satisfaction is the worst it’s been in years, BLOOM -- Inspiring Ownership at Work defines the three things employees need to bloom; Goals, Roles, and Rope. Matt Dahlstrom explains that in today’s work environment there are two types of employees: Owners and Renters. An Owner naturally gives 110% to the job because an Owner feels a connection to the job. This connection translates into a sense of responsibility, pride, and satisfaction in his or her work (more productivity). Renters, however, see themselves simply as cogs in the machine. They are convinced that they’re there to “do”, not to “think”; (less productivity), work is work. Renters see it as a way to make a living.
About the author
Matt Dahlstrom is a nationally recognized speaker, author, and consultant. He has worked with dozens of Fortune 500 companies providing new ways to inspire, energize, and empower people to stop thinking like employees and take ownership in what they do. Matt has always been an Owner--maybe that's the reason he quit his dream job, one that should have been a lengthy career, hoping he'd find a better "fit" for his needs. He believes in the occasional "truth grenade"--the dreaded but respected truth that leaders need to provide direction, as they navigate the challenges of engaging employees.