Book Review: Why Should Anyone Work Here?

Why Should Anyone Work Here?: Creating an Authentic Organization by Rob Goffee and Gareth Jones is a book that shows you how to create a workplace where people are passionate, productive, and proud. The authors say that the secret sauce of such a workplace is authenticity, the quality of being real and true.? The authors argue that authenticity is critical for building trust, loyalty, and performance. They point out that people are more likely to trust and be loyal to organizations that they see as authentic. Also, authentic organizations are more likely to attract and retain top talent.

The 6 essential ingredients of an authentic organization are:

• Celebrate difference. People are more happy and more effective when they can be themselves at work. This means creating a workplace where people can speak their minds and hearts, even if they don't fit in.
• Tell it like it is. Honesty is the cornerstone of trust and well-being in any workplace. Leaders need to tell the truth to their employees, even when it hurts. And employees need to tell the truth to each other and to their leaders.
• Unleash potential. Everyone has unique gifts and talents. Leaders need to create a workplace where people can use their gifts to shine. This means giving people options to do their jobs in the way that works for them.
• Be authentic (not just profitable). In today's world, businesses need to have a clear and compelling reason for being. Businesses that are driven by a higher purpose are more likely to attract and keep the best people.
• Make work matter. People want to do work that makes a difference and has an impact. Leaders need to create a workplace where people feel that their work matters. This means giving people opportunities to learn and grow, and to contribute to the success of the organization.
• Keep it simple. Complex rules and regulations can stifle innovation and creativity. Leaders need to make rules and regulations as simple as possible. This will give people more freedom to do their jobs and to come up with new ideas.

Authenticity is the quality of being genuine or real. It is about being true to yourself and your values. In organizations, authenticity is about creating a workplace where people feel safe, valued, and engaged.

One of the main challenges is the trade-offs and tensions that leaders must deal with as they create an authentic organization. For example, leaders must balance the need for difference with the need for unity. They must also balance the need for honesty with the need for tact. There is no easy answer to the question of how to balance the need for difference with the need for integration, or the need for radical honesty with the need for discretion.

Here are some principles and practices that leaders must do:?

• Have a clear purpose and values. Leaders must state and share the organization’s mission and principles. They must act and decide in line with the mission and principles, and expect the same from others.
• Involve and empower people in trade-offs. Leaders must consult and work with their employees, customers, and other stakeholders in trade-offs. They must give power and duty to those who know the issues best. They must trust and help them to make good decisions for the organization.
• Balance short-term and long-term goals. Leaders must weigh the current and future needs of the organization. They must rank and use resources wisely. They must track and reward both short-term and long-term results.
• Experiment and learn from failures. Leaders must promote innovation and creativity in problem-solving and value-creation. They must treat failures as chances for learning and improvement. They must build a culture of trial and feedback.
• Manage paradoxes and contradictions. Leaders must acknowledge and accept the paradoxes and contradictions from trade-offs. They must avoid black-and-white thinking and seek win-win solutions. They must be adaptable to changing situations.

Creating an authentic organization is not a walk in the park. It requires tough decisions, difficult trade-offs, and a willingness to learn from mistakes. However, it is essential for building a high-performing organization that can thrive in the 21st century.

Leaders who are serious about creating an authentic organization need to be clear about the purpose and values of the organization, involve and empower people in making trade-offs, balance short-term and long-term goals, experiment and learn from failures, and manage paradoxes and contradiction. Authentic organizations are the ones that can get and keep the best people, earn the trust of their customers and partners, and adapt and create in a changing environment.