The SAS Institute provides "subsidized Montessori child care, free snacks, and unlimited sick time for staff." The result of that impressed Elsen; "An industry-high employee retention rate."
And Elsen couldn't help but be moved by the innovative way in which Southwest Airlines treats employees. The employees at Southwest Airlines are "taught" how the profit-sharing aspect of business works because management stuffs "comic-book style financial statements into Cracker Jack boxes." By seeing the financial realities of day-to-day business dynamics, Southwest Airlines workers know how to "...unleash their creativity to shrink costs and beef up the bottom line," Elsen explains.
She even promotes the book for libraries by suggesting "innovative management is always a winning theme" when it comes to "public and academic library business collections."
Still another review of the book - by Leigh Rivenbark in HR Magazine - explains that what the Freibergs have offered readers is a strategy that puts employees before customers. The theme of Rivenbark's critique is simple; employees are the "chief communicators of a company's culture to the world, so if employees aren't happy, customers won't be either..."
Rivenbark was impressed by the innovative and strategic management style of the retail chain Bon Marche, featured in Guts. The CEO and HR chief worked collaboratively to create an "employee-first culture" at Bon Marche. How did they do this? They changed the culture completely in an attempt to slow down the rate of turnover. Management went to employees and asked them to put together "telecommuting options, bonus programs, a casual dress code" along with a flexible schedule to fit workers' personal driving needs and family concerns. "Turnover plummeted," Rivenbark went on, and the customer service department improved as well.
This book is loaded with examples that can be used by employees and management in many ways. The bias that the authors show over and over is against companies that run their businesses the old fashioned, top-down way. Authority for many companies still lurks at the top of the ladder, and employees are expected to...
The book doesn't actually go into detail about these rigid companies nor does the book point them out. The book doesn't have to identify sluggish-thinking companies because by pointing to those companies that do want their employees to be empowered, that do want their workers to have fun and feel like they are part owners, it leaves the lumbering firms in the dust.
Meanwhile, the "Gut Check" section of this book (pp 142-151) should be photocopied by every HR manager and every CEO along with everyone in a position of authority or in charge of hiring in every company. Why? This is the formula for strategic management in the New Millennium. Talent is key to a company's success, and the strategies that go into hiring the best talent not only reflect the philosophy of the company, they are the drivers that determine whether the company will be profitable or not. Speaking of bias the authors show, the heading, "What people know is less important than who they are" (143), indirectly sheds light on those companies that hire based on someone's experience in past work situations. "Screen for passion" is another example of how to build a successful culture within a company. Does the person have a "tone" in his or her voice that is enthusiastic? And "Hire the unconventional" is another example of the innovative nature of this book. "Look for open-minded people who are fun, spontaneous, and have the guts to take a risk," the authors explain (144). And there is that word "guts" again, which of course is the point of the whole book.
Works Cited
Elsen, Carol J. (2003). Guts! Companies That Blow the Doors Off Business-as-Usual. Library Journal, 128(20), p. 134.
Freiberg, Kevin, & Freiberg, Jackie. (2004). Guts! Companies That Blow the Doors Off Business-as-Usual. New York: Doubleday.
Hendricks, Mark. (2004). Don't be a hero? Not if this book has anything to say about it.
Entrepreneur, 32(3), p. 29.
Rivenbark, Leigh. (2004). Guts! HRMagazine, 49(7), 137-139.
