Introduction
Summary of the book Build It by Glenn Elliott and Debra Corey. Before we start, let’s delve into a short overview of the book. Imagine walking into a place where every person is fired up, eager to share ideas, and proud of the work they do. In such a setting, no one just clocks in to pass time, and people aren’t simply chasing paychecks. Instead, they feel a deep connection to what they’re doing. This kind of workplace doesn’t happen by accident. It’s the result of building strong trust, clear purpose, and honest communication. It emerges when leaders treat employees like real human beings who have dreams, talents, and voices that matter. In the following chapters, we’ll explore a powerful framework for creating organizations where people do more than just show up—they genuinely engage. We’ll break down key elements like open communication, mission, values, fair pay, recognition, and flexible environments. By understanding and applying these ideas, you can transform an ordinary company into a place where everyone wants to give their best, every single day.
Chapter 1: Understanding Why Genuine Employee Engagement Transforms Ordinary Work Into Truly Exceptional Results.
Imagine having a summer job where you do the same boring task day after day, just waiting to go home. You might be earning decent money, but your mind drifts and the hours creep by. Now picture another situation where you’re part of a team aiming to achieve something truly meaningful. You know how your work fits into a bigger picture, and you feel excited to show up. This difference is called employee engagement. Engagement is more than just being happy or smiling a lot at work; it’s about caring deeply and feeling connected to what the organization stands for. When people are engaged, they aren’t just putting in time—they’re investing energy, thought, and creativity. Businesses that understand this thrive because engaged employees make better choices, solve problems faster, and bring ideas that take the company further than anyone thought possible.
Why does this matter so much? Because when employees only show up for the paycheck, the company risks becoming stuck and lifeless. It’s like a team of athletes who feel no passion for the game—they might jog around and follow the rules, but they’ll never score big. Engaged workers, on the other hand, know what their team or company aims to accomplish. They see how their individual roles contribute to the group’s success, and they take pride in pushing toward that shared goal. When everyone’s energy is focused like this, businesses stay competitive, adapt to change, and find fresh solutions. In today’s world, where technology evolves at lightning speed and customer demands shift constantly, having a workforce that’s switched on and eager to improve makes all the difference.
Consider a big retail brand that discovered stores with more engaged employees provided much better customer service. These stores had fewer staff calling in sick and more happy shoppers returning. Engaged employees understood why their jobs mattered and took initiative to make customers feel valued. Another example is how companies that fail to engage can quickly fall behind. Remember old video rental giants that ignored the rise of streaming services? Without passionate employees willing to step up and try new approaches, those businesses crumbled. Engaged employees are like an early warning system: they spot trends, raise the alarm, and push for innovation before it’s too late. Engagement isn’t just a nice idea; it’s a crucial advantage that separates growing companies from sinking ones.
The big question is how to build this kind of energy in your organization. Many leaders talk about employee engagement but never take concrete action. They say employees come first, but then treat them like replaceable parts. They talk about open communication, but hide important news. They call for teamwork, but discourage ideas that challenge the status quo. To truly create engagement, leaders must be honest, treat people fairly, respect their voices, and design work that sparks their interests. In the chapters ahead, we’ll explore practical ways to do all of this. We’ll look at tools, models, and strategies that can transform your workplace from a dull environment into a vibrant community. By understanding the true meaning of engagement, you’ll take the first step toward building something extraordinary.
Chapter 2: Discovering The Engagement Bridge Model’s Ten Elements That Quietly Propel Vibrant Workplace Cultures.
There’s a clear method for creating strong engagement, and it’s called the Engagement Bridge model. Think of a sturdy bridge built over a deep ravine. Each beam and support stone has a purpose: together, they allow people to cross safely. In the same way, the Engagement Bridge model identifies different areas that companies must strengthen to achieve lasting engagement. This model doesn’t say there’s only one right way, but it does highlight ten key elements that often make workplaces more alive and meaningful. Each element works like a piece of a puzzle. If you leave out too many, the bridge feels shaky. But if you pay attention to all of them, employees will feel secure, motivated, and ready to give their best.
The Engagement Bridge includes seven main beams and three supporting rocks. The beams represent things like open and honest communication, a clear sense of purpose, strong leadership, good management practices, well-designed jobs, ongoing learning, and genuine recognition. The rocks, which provide additional support, are fair pay and benefits, a well-thought-out workspace, and caring for employee well-being. Over the years, experts studied more than 2,000 companies to see what really works. They found that organizations achieving high engagement built their approach around these elements. By using these concepts, any company can create an environment where people feel truly involved.
You might think you can just pick and choose some elements. After all, isn’t something better than nothing? While it’s true you don’t need every single piece to see improvement, the strongest and most reliable results come from considering all ten. It’s like trying to build a bridge with missing planks—it might hold up for a while, but it won’t be as secure. Each element supports the others. Clear communication strengthens trust, which makes employees more open to learning and more appreciative of recognition. Purpose and values help guide leadership decisions, making it easier to shape job roles or design spaces that boost morale. Everything fits together to create a healthy, vibrant whole.
As you learn more about each element, you’ll find that no two workplaces are the same. Some might need to focus first on honesty and clarity, while others must fix a broken reward system. Still others might realize their offices are dull and suffocating, discouraging employees from doing their best work. The Engagement Bridge isn’t a rigid checklist; it’s a flexible model that helps you identify areas to strengthen. By applying these ideas thoughtfully, you can create a place where people care about their work, trust their teammates, and feel proud of the company’s mission. In the chapters ahead, we’ll break down these essential parts and show how each contributes to a thriving workplace culture.
Chapter 3: How Radical Honesty And Openness Create Trust And Dissolve Unproductive Workplace Barriers.
No one likes being lied to, and the same goes for employees. When people sense that leaders hide information or twist the truth, trust evaporates, teamwork suffers, and engagement plummets. Openness means sharing real information, not sugar-coating facts or withholding key details. It’s about treating employees as intelligent adults who deserve to understand what’s happening in their organization. Some companies still rely on old-fashioned secrecy and confusing policies that leave people guessing or feeling tricked. But in a world where transparency is increasingly valued—think about how social media exposes dishonest behavior—employees expect honesty at work. Without it, they’ll never fully trust the company, and their efforts will remain half-hearted.
To see why this matters, imagine a company that tells its staff they are trusted partners but then makes them sign lengthy contracts full of sneaky legal clauses. Or think of a place that claims to value feedback but never shares financial results or the reasoning behind major decisions. Employees in such environments end up feeling suspicious and less motivated. On the other hand, businesses that are open and honest set a positive tone. For example, a company that publishes everyone’s salary or explains pay grades clearly shows it has nothing to hide. When people know where they stand, confusion and jealousy fade. They focus instead on doing good work because they trust leadership and policies.
Communication isn’t just about what you say, it’s also about how often you say it. Frequent updates and regular discussions keep employees in the loop. Instead of a yearly announcement of big changes, think of weekly or monthly all-hands meetings where anyone can share ideas, voice concerns, or show off projects. Such gatherings help everyone stay informed and feel involved. They foster a sense of community and let employees know their opinions matter. Another trick is to encourage managers and team leaders to talk openly about challenges and possible solutions, rather than pretending everything is perfect.
Openness takes courage, especially for leaders who fear being criticized or questioned. But it pays off. By answering tough questions honestly and explaining the reasons behind certain decisions, you build credibility. When employees trust their leaders, they rally behind them during tough times and eagerly support new initiatives. With openness as a foundation, employees stop feeling like outsiders and start feeling like members of a real team. They become more willing to share their own ideas, point out issues early, and help solve problems. Ultimately, honesty breaks down barriers that stand between workers and management. This paves the way for other parts of the Engagement Bridge to work effectively, creating a solid platform for growth, innovation, and long-term success.
Chapter 4: Defining Your Organization’s Purpose, Mission, And Values To Powerfully Inspire Everyone’s Performance.
What does your company stand for? This isn’t a trick question—employees genuinely want to know. Without a clear purpose, mission, and set of values, work can feel random and meaningless. Your purpose is why the organization exists, your mission is what it aims to achieve, and your values are the principles guiding how that work gets done. When these are well-defined, people understand the bigger story they’re part of. Instead of just cranking out tasks, they see how their efforts push the organization toward a meaningful goal. This sense of direction makes employees proud and motivates them to give their best.
Imagine writing an obituary for your company. What do you hope people remember? Maybe it’s how the business improved customers’ lives or helped communities thrive. These reflections help you clarify your purpose. Once you have that, shaping a mission becomes easier. For instance, if your purpose is making workplaces better for people, your mission might be to create tools and policies that put employees first. Values then become the moral compass: being honest, daring to innovate, or treating everyone respectfully. Together, purpose, mission, and values guide daily decisions. They encourage employees to act consistently, no matter their job title.
When a company’s purpose and values align with what employees care about, everyone wins. Research shows that when people believe in their company’s mission, they deal better with stress and are less likely to burn out. They stick around longer, innovate more, and solve problems with enthusiasm. Having clear values makes it easier for people to know what’s expected of them. Take a company that values customer delight above everything else. Employees will naturally focus on treating customers kindly and finding solutions to their problems, rather than cutting corners or ignoring complaints. The result is better service, stronger reputation, and a prouder workforce.
Don’t just choose some nice words and hang them on a wall. Communicate these ideas so employees truly understand and feel them. Make them memorable, use humor or catchy phrases, and involve your team in creating them. If staff help define the company’s values, those values become more authentic. Over time, the purpose and mission also help guide who you hire and how you promote people. They influence the way leaders speak and the way teams tackle projects. When purpose, mission, and values are more than empty slogans—when they’re lived every day—they serve as a powerful tool to strengthen engagement. Employees feel that they matter because they’re part of something meaningful and worth their effort.
Chapter 5: Leading By Example And Managing With Integrity To Spark Genuine Team Dedication.
Leaders set the tone. If leaders brag about trust but write contracts that suggest they don’t trust their employees, the mixed message is clear. If leaders claim fairness but play favorites or ignore company values, employees notice. Leadership is about more than giving orders; it’s about showing people the right way to act. Good leaders know that when they align their words with their actions, they earn respect. Good management also means designing policies that support the company’s stated values, not contradict them. In other words, leadership and management must go hand-in-hand to keep everyone engaged and committed.
Think of leadership as what you say and management as what you do. A leader might talk about kindness, but managers must ensure policies treat people kindly. When employees see that leadership messages match the everyday reality, they trust the system. Consider a company known for valuing personal growth and fairness. If managers regularly give constructive feedback, encourage skill-building, and recognize achievements, employees believe the company’s values are real. When policies reflect fairness, like removing confusing contract clauses and treating everyone equally, employees feel respected. This alignment makes it easier for employees to give their best because they don’t feel tricked or undervalued.
Sometimes, making changes starts with a simple step: ask employees to read their own contracts and point out anything that bothers them. Maybe they find language that feels controlling or rules that seem unfair. Removing or revising such clauses can show employees that you mean what you say about trust and honesty. Another way is to create management training focused on empathy, clarity, and problem-solving. Managers who understand how to treat people well become role models. They inspire team members to follow their lead, gradually building a culture where fairness and good communication are the norm.
Leaders also should involve employees in decision-making. Instead of bossing people around, invite them to contribute ideas. For big decisions, hold open discussions or workshops. This makes employees feel seen and heard, increasing their sense of ownership in the organization’s success. When managers listen to feedback and show they’re willing to adapt, employees realize that their voices matter. Over time, this creates a cycle of trust: employees trust leaders who listen and act fairly, and leaders trust employees to share honest opinions and step up when needed. Such a positive cycle helps the company stay flexible, creative, and strong, even when challenges arise.
Chapter 6: Crafting Meaningful Job Designs That Nurture Autonomy, Challenge Skills, And Ignite Excitement.
Imagine working on a conveyor belt all day, doing one tiny task over and over. It’s dull, repetitive, and requires no real thought. This outdated approach to work design treats employees like machine parts rather than thinking humans. Today, we know better. Well-designed jobs give people variety, responsibility, and room to grow. This doesn’t mean making every job super easy; in fact, a healthy level of challenge keeps people interested. What truly matters is that employees feel they have some control over how they work and the freedom to solve problems creatively.
When employees shape their roles, they take ownership of their tasks. Suppose a software company lets its engineers decide what features to develop next, based on user feedback. Those engineers feel trusted and appreciated, which boosts their enthusiasm. Or consider a marketing team allowed to pick its own tools and methods to create campaigns. Giving employees room to experiment and learn from mistakes can drive better performance. Management’s role here is to set clear goals but give employees the freedom to choose how to reach them.
Some companies have pushed this idea even further, removing traditional hierarchies so every team member can propose projects or improvements. While that might not work everywhere, it shows that giving employees trust and autonomy often pays off. Another approach is reducing team size so communication flows smoothly and everyone feels their input matters. Smaller teams can respond quickly, adjust plans, and stay focused on meaningful tasks without getting tangled in bureaucracy.
Designing meaningful jobs requires managers and HR leaders to empathize with employees. They need to ask, Does this role let someone learn and grow? Is there room for creativity and recognition? Are we offering tasks that help employees feel proud of their accomplishments? When you create roles that spark curiosity and provide challenges, employees show up eager to contribute. They feel personal satisfaction when they see tangible results of their efforts. Over time, this leads to better engagement, stronger teamwork, and more innovative solutions. Good job design isn’t just nice to have—it’s essential to building an environment where people truly care.
Chapter 7: Fostering A Culture Of Continuous Learning And Personal Growth For Ever-Evolving Expertise.
Learning shouldn’t stop once an employee is hired. In fact, ongoing development is essential in a world that changes at lightning speed. When companies invest in learning, employees acquire new skills, stay updated on technology, and adapt to industry shifts. This makes the company more agile, creative, and ready to face future challenges. But learning isn’t just about attending a training course once a year. It’s about creating an environment where curiosity thrives, people exchange knowledge, and everyone supports each other’s growth.
To encourage continuous learning, leaders can provide resources like online classes, workshops, or mentorship programs. But technology and programs alone aren’t enough. Employees need the freedom to try new things, even if they might fail sometimes. Mistakes become opportunities to learn rather than reasons for punishment. Consider a fast-food chain that helps its young employees identify their life goals, not just work-related ones. This shows genuine care for personal development, helping employees become more well-rounded individuals who contribute more fully at work.
Learning is closely linked to job design. If employees are stuck doing the same task forever, they have no reason to build new skills. However, if they know they can move into more challenging roles, be part of innovative projects, or rotate through different teams, they’ll seek out opportunities to learn. Offering clear growth paths, coaching sessions, and skill-sharing forums encourages people to stay engaged. They’ll feel proud when they master a new tool, solve a tricky problem, or propose a creative idea that makes a difference.
A learning culture also benefits the company’s reputation. Skilled, adaptable employees attract positive attention from customers, partners, and job seekers. Potential hires want to join a place where they can expand their talents, not just punch the clock. Over time, a strong learning environment creates a cycle: engaged, skilled employees produce better results; better results improve the company’s standing, and that standing attracts even more talented people. In this way, continuous learning fuels long-term success. By making learning a natural part of work, companies ensure they never grow stale or fall behind.
Chapter 8: Reimagining Recognition Beyond Generic Rewards To Truly, Deeply Value And Motivate Employees.
Everyone wants to feel appreciated. Imagine pouring your heart into a project and receiving nothing but silence. That’s discouraging. On the other hand, a genuine thank you or a small public shout-out can boost your spirits and motivate you to keep going. Recognition is not about handing out meaningless prizes or generic gift cards. It’s about showing employees that their contributions matter, that someone actually noticed their effort and values their hard work. When recognition is personal, timely, and sincere, it’s one of the simplest ways to increase engagement.
Many companies spend huge amounts on reward systems that feel distant and impersonal. They might give a fancy plaque or a gift card months after the achievement. By then, the employee has already lost the spark of excitement. Research shows that most employees don’t want something expensive or rare; they just want to know their effort is seen and appreciated. A heartfelt great job from a team leader or peer often matters more than a fancy award announced once every five years.
Consider creating multiple levels of recognition. For major accomplishments, an annual award ceremony might be nice. For everyday successes, e-cards, quick messages, or small tokens of appreciation can keep people motivated. Encourage teams to celebrate each other’s efforts, not just wait for a manager’s nod. Peer-to-peer recognition is powerful because employees know each other’s struggles and can instantly reward kindness, innovation, or teamwork. The key is consistency. Recognition shouldn’t be rare or complicated; it should flow naturally as part of daily life at work.
When recognition is done right, employees feel proud, valued, and eager to repeat what they did well. It builds a positive cycle: the more people are recognized, the more they engage, and the more they engage, the more reasons there are to recognize them again. Recognition also strengthens team bonds. Instead of seeing colleagues as competition, employees start to see them as partners contributing to a shared mission. Ultimately, recognizing employees is about validating their worth and contribution. It’s not just a nice-to-have, it’s a must if you want everyone to bring their energy, creativity, and loyalty to the table every day.
Chapter 9: Ensuring Fair Pay, Thoughtful Benefits, And Transparent Compensation Structures That Encourage Loyalty.
Money alone won’t make employees love their jobs, but unfair or mysterious pay can make them hate it. If workers feel they’re not paid fairly compared to others doing similar work, resentment grows. A sense of unfairness or secrecy around salaries can create distrust and lower morale. On the other hand, well-structured pay and benefits programs show that the company respects and values its employees. Employees stop obsessing about whether they’re getting a raw deal and start focusing on their contributions and the company’s success.
Fairness matters. Just like a monkey that becomes upset when another monkey gets a better treat for the same task, humans crave equal treatment. Studies show that feeling underpaid or watching others receive better rewards for the same work leads to stress and disengagement. To avoid this, companies can make their compensation policies clear and transparent. Explain why people earn what they do, how raises are decided, and what benefits are offered. When workers see the logic behind pay, they’re more likely to accept it as fair.
Some companies simplify pay structures so that employees at the same level earn the same amount. Others incorporate bonuses into base salaries so nobody feels they’re missing out on extra perks. The best approach depends on the company’s culture and goals, but transparency is key. Talking openly about pay might feel awkward at first, but it builds trust over time. Employees won’t waste energy guessing or worrying. They’ll focus on doing great work because they know the company is looking out for them.
Benefits go beyond money. Health insurance, flexible working hours, extra vacation time, or financial education can all improve employees’ quality of life. Tailoring benefits to meet employees’ actual needs shows genuine care. Ask employees what they value: maybe they prefer help with retirement savings, student loan assistance, or mental health support. By offering benefits that matter, you help employees feel secure and supported. Over time, these strategies create loyalty and reduce turnover. People are more likely to stay where they feel fairly treated, know their worth, and see their employer caring about their well-being.
Chapter 10: Designing Flexible, Comfortable Workspaces And Supportive Environments That Uplift Minds And Bodies.
A workplace is more than desks and chairs. It’s an environment that shapes how employees feel and perform. Imagine being stuck in a cramped, noisy office where it’s impossible to concentrate. That drains energy and makes work harder. But what if your workspace is flexible and offers quiet corners for focus, open areas for collaboration, and comfortable spots to relax? By considering how people move, think, and create, companies can design environments that support better work and happier employees.
Flexible working conditions aren’t just about office layout. They involve letting employees choose where and how they work best. Some might prefer a quiet room for writing, while others thrive in a lively area where ideas bounce around. Technology also matters. Outdated systems slow people down and cause frustration. Keeping tech tools modern and reliable saves time and reduces stress. As employees move around the workspace and use different areas for different tasks, they encounter colleagues more often, leading to casual conversations, unexpected brainstorming, and quicker problem-solving.
Change doesn’t come easy. When companies start shifting to more flexible office designs, some workers may resist. They might worry about losing their personal desk or feel uncertain about new routines. Leaders must communicate why the changes are happening and involve employees in the planning. Show them the benefits, ask for their input, and highlight success stories from other places. Over time, people adapt as they discover that these spaces aren’t just pretty—they’re practical, energizing, and more in tune with how we naturally work.
Beyond physical space, consider well-being and comfort. This can mean providing ergonomic chairs, natural lighting, or quiet zones for breaks. It could include healthy snack options or areas where employees can move, stretch, or even meditate. The result is an environment that respects human needs, not just corporate demands. When employees feel good physically and mentally, they’re more alert, creative, and engaged. A well-designed workspace is another piece of the engagement puzzle. It supports employees in doing their best work and feeling good about it, laying the groundwork for a healthier, more dynamic company.
Chapter 11: Embracing A Unique Engagement Approach, Guided By Core Principles And Adaptive Experimentation.
By now, it’s clear that there isn’t a single magic formula for engagement. Every company has its own culture, goals, challenges, and strengths. Some might need to focus on communication first; others might start with job redesign or recognition programs. The key is to think of the Engagement Bridge model as a guide, not a strict checklist. Just like a chef adjusts a recipe based on available ingredients and personal taste, you can mix and match these elements to suit your organization. Stay true to core principles—honesty, fairness, respect—and keep testing new ideas until you find what works best.
Start with what feels most urgent. If employees distrust leadership, begin with honesty and communication. If people seem bored and stuck, tackle job design and learning. As you introduce changes, ask for feedback. Employees know what hinders or helps them better than anyone. By showing you value their opinions, you increase trust and involvement. This collaborative approach will guide you to solutions that fit your specific situation, rather than forcing a one-size-fits-all policy that doesn’t resonate.
Remember the simple lessons we learn as kids: tell the truth, treat others fairly, share generously, and encourage those who struggle. These basic values are often forgotten in the corporate world, replaced by complicated rules or strict hierarchies. Bringing these childhood lessons into the workplace might seem naive, but it’s actually very effective. Treat people with respect, and they’ll respect you back. Value their efforts, and they’ll work harder. In the end, engagement relies on these human values more than on any fancy program.
Building engagement is a journey, not a quick fix. Over time, the company’s mission may evolve, technology will shift, and new generations of employees will bring different expectations. Staying engaged means staying adaptable. Keep revisiting your strategies, updating policies, and improving communication channels. Measure results to see what’s working and what needs tweaking. Engagement isn’t about perfection; it’s about steadily improving and learning from mistakes. With openness, purpose, good leadership, thoughtful job design, continuous learning, genuine recognition, fair rewards, great spaces, and well-being support, you have all the tools to create a truly engaged team. It takes effort, but the payoff—a thriving, energetic, and future-ready company—is well worth it.
All about the Book
Unlock the secrets to a thriving workplace with ‘Build It.’ Discover innovative strategies for building, engaging, and retaining top talent, ensuring your organization flourishes in today’s competitive market.
Glenn Elliott and Debra Corey are leading authorities on innovative workplace strategies, specializing in employee engagement and talent management, empowering organizations to create dynamic and successful teams.
HR Managers, Team Leaders, Organizational Development Consultants, Business Executives, Employee Engagement Specialists
Leadership Workshops, Team Building Activities, Professional Development, Human Resource Strategies, Workplace Culture Enhancement
Employee disengagement, High turnover rates, Ineffective communication, Poor workplace culture
Engagement is not just a goal; it’s a journey that shapes the heart of your organization.
Simon Sinek, Brené Brown, Daniel Pink
Best Business Book of the Year, Outstanding Leadership Development Award, Employee Engagement Excellence Award
1. Understand the importance of company culture building. #2. Learn how to align company values with behaviors. #3. Discover effective strategies for employee engagement. #4. Grasp methods for enhancing organizational communication. #5. Recognize the value of employee recognition programs. #6. Explore ways to foster a positive work environment. #7. Identify techniques to improve employee retention rates. #8. Gain insights on implementing flexible work policies. #9. Learn to measure engagement with practical tools. #10. Understand the role of leadership in engagement. #11. Develop skills for creating inclusive workplace cultures. #12. Learn to connect employee roles with company vision. #13. Discover benefits of a feedback-rich work environment. #14. Acquire tactics for empowering and motivating employees. #15. Understand impact of transparent decision-making processes. #16. Learn to cultivate mutual trust within teams. #17. Explore innovative approaches to performance management. #18. Understand how to personalize employee development paths. #19. Gain methods for managing change effectively. #20. Learn to foster a sense of belonging at work.
employee engagement strategies, business culture improvement, leadership development books, building strong teams, organizational development, employee retention techniques, corporate training programs, effective communication in the workplace, performance management tools, change management strategies, team productivity enhancement, innovation in business practices
https://www.amazon.com/Build-It-Glenn-Elliott/dp/1119565655
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