As CEO of the Best Practice Institute, a think tank specializing in leadership development, providing solutions, research, and establishing peer networks for Fortune 500 and Global 1000 organizations across the globe, Louis Carter has an earned a well deserved reputation as one of the most forward thinking minds regarding workforce potential today. His years of experience advising corporate leadership throughout the world fuels his latest book In Great Company: How to Spark Peak Performance by Creating an Emotionally Connected Workplace, published by venerable McGraw-Hill Education, and has garnered considerable advance praise from luminaries like Best Buy Chairman and CEO Hubert Joly and KeyBank’s Chief Human Resources Officer Brian Fishel, among others. Even a single read through of the text illustrates why.
About Louis Carter: https://louiscarter.com/
Carter advocates employers failing to foster emotional connections in the workplace are short-changing their organization’s potential. In Great Company explores a number of topics to make its argument – the author makes a strong case for how a strong emotional connection strengthens long-term growth and profitability rather than incentivizing employees via perks and other compensation. He lays out five guiding principles for achieving the aforementioned connection with a concise and accessible prose style any adult reader will understand. Carter’s talent for making a possibly dry subject come to life for readers is one of In Great Company’s strongest assets.
The holistic approach Carter promotes is becoming a staple of progressive aimed companies and volumes on the subject appear with some regularity these days, but Carter goes a step further. He doesn’t rely on theorizing and pontification alone; instead, he backs up his ideas about aligning values, demonstrating respect for others in the company structure, and collaboration with countless examples of its efficiency and research buttressing his claims. The charts and graphs included in the book help further clarify Carter’s approach without dominating the text and his suggested exercises are direct and undoubtedly fruitful. He structures the book in a straight forward and solid fashion; there are no side shows or extraneous excursions marring the central message Carter seeks to deliver.
Focus and balance are among the book’s best attributes. Carter never wastes the reader’s time and his vast experience with the subject allows him to pursue a targeted line of inquiry that likely anticipates questions workplace leaders might have before they get a chance to even ask. The balance between the thoughts from successful leaders like former United States Senator George Mitchell, among many others, hard research, and a distinctly human quality implicit throughout the book makes In Great Company a particularly unique read without ever subverting or diluting its primary purpose.
Louis Carter’s book is an invaluable contribution to the ever growing library about effective business management in the 21st century world. He concludes the book with a fascinating Appendix detailing the research methodology used to teach the conclusions contained within the volume – the level of detail Carter and the Best Practice Institute achieved delving into this topic is thoroughly impressive and explains much about why this is such an effective text. In Great Company is not a work its intended audience will read once and indefinitely shelve; instead, it is an entry they will find themselves returning to over and over again.