Bring Your Human to Work

In a world that often feels increasingly automated and disconnected, "Bring Your Human to Work" by Erica Keswin offers a refreshing and vital promise: to reclaim the authentic, empathetic, and profoundly human element that is not just beneficial, but essential for thriving workplaces. This book is your guide to rediscovering the power of genuine connection, fostering a culture where individuals feel seen, valued, and empowered to bring their whole selves to their professional lives. You'll gain practical strategies and insightful perspectives to navigate the modern work landscape, finding the 'sweet spot' between cutting-edge technology and meaningful human interaction. Learn how to cultivate sustainable mindsets that extend beyond environmental concerns to the very longevity and well-being of your organization. Discover how to transform draining meetings into purposeful connections, and how prioritizing employee well-being, rooted in historical understanding, can lead to inspired and engaged teams. Keswin reveals the profound impact of giving back, the necessity of disconnecting to truly reconnect, and how the physical spaces we inhabit actively shape our interactions and productivity. Beyond transactional professional development, you'll learn to empower your employees to grow personally, fostering a sense of individual connection. Ultimately, this book will equip you with the tools to build workplaces where authenticity, purpose, and genuine appreciation – like a simple 'thank you' – are not just occasional gestures, but the very foundation of success. The tone is one of insightful warmth, practical wisdom, and an unwavering belief in the power of human connection to drive innovation, loyalty, and lasting success. Prepare to be inspired to build a more human, more effective, and more fulfilling work environment.

The author illuminates the profound business imperative of authenticity, drawing parallels from a vibrant CEO to the deeply ingrained values of JetBlue and Lyft. Erica Keswin explains that authenticity isn't merely a feel-good concept; it's a strategic advantage that fuels customer loyalty and employee retention. She begins by introducing Ellen Bennett, a millennial entrepreneur who transformed a simple apron into a lifestyle brand by embracing her genuine, "sparkly" personality, demonstrating that "Be real, and encourage other people to be real" is not just a slogan, but a business model. This principle, Keswin argues, is foundational for any "human company" to flourish. The chapter then delves into JetBlue's 'Blue Juice' indoctrination, revealing how the airline, despite its modest market share, has become an iconic brand by meticulously cultivating and living its core values: Safety, Integrity, Caring, Passion, and Fun. These values aren't just displayed on walls; they are woven into the fabric of daily operations, exemplified by stories of crew members going above and beyond, like assisting a mother with her developmentally delayed son or supporting colleagues through personal tragedies. This creates a powerful cycle where feeling cared for enables employees to extend that same care to customers, a concept Keswin terms 'safety begets safety, integrity begets integrity, caring begets caring.' Further illustrating this point, the narrative highlights Airbnb's 'Ground Control' team, who embody the company's sense of belonging by bringing culture to life through everyday interactions and events, and Lyft's strategy of putting its values "in the driver's seat," encouraging human connections and empowering drivers to be forces of good. The core tension emerges: how does a company systematically foster and express this authenticity? The author answers that once values are defined—Keswin suggests four to six as an optimal number—they must be aligned with every aspect of the business, from hiring to communication. This authentic identity, once solidified, must then be shared through a distinct "voice," most powerfully conveyed through personal stories. The chapter emphasizes that employees, when empowered and supported, become the most potent brand ambassadors. JetBlue's 'JetGrey' concept, where crew members are trusted to make real-time decisions using their own judgment and voices, exemplifies this empowerment, allowing them to navigate challenging situations with genuine empathy and humor, much like a colleague who tactfully points out a friend's "Schmutz." Ultimately, Keswin concludes that by "bringing your human to work," organizations can forge deeper, more meaningful connections with both employees and customers, creating an "empire of personal touch" that is not only sustainable but also uniquely original and deeply human.

The author, Erica Keswin, invites us to consider sustainability not merely as an environmental concern, but as a fundamental shift in mindset, a 'state of mind' that underpins the very longevity and humaneness of our workplaces. This isn't just about recycling; it's about cultivating an ecosystem where businesses and their people can thrive for the long haul, much like the children in the marshmallow test who learned to delay gratification for a greater reward. Keswin emphasizes that embracing this 'long game' is no longer optional; top talent, particularly millennials, actively seeks companies with a worthwhile mission and a human-centered approach, moving beyond mere compensation. This requires intentional work practices that acknowledge the complexity of real lives, moving beyond the outdated one-size-fits-all 40-hour week. Companies like Food52, with its 'Workday Wednesday,' and Raytheon, with its '980' program, demonstrate how strategic flexibility can foster a positive employee experience, offering 'freelance flexibility with full-time stability.' Furthermore, true sustainability extends to supporting employees through life's profound transitions, from the grace of Jellyvision's 'Graceful Leave Policy' to Airbnb's comprehensive 'child bonding leave' and supportive return-to-work transitions, even offering dinner for new parents. The narrative then highlights the profound impact of supporting employees during difficult times, citing Sheryl Sandberg's transformation of Facebook's bereavement leave policy after her personal loss, a move that inspired others like Mastercard to follow suit, underscoring the principle that 'No one should ever have to choose between being a good family member and a good employee.' This human-centered approach is deeply intertwined with cultivating genuine diversity and inclusion, as exemplified by Accenture's 'Building Bridges' initiative and EY's persistent leadership in diversity metrics, driven by the simple yet powerful question: 'Do you feel free to be yourself at work every day?' Ultimately, Keswin argues that playing the long game means extending this care and intentionality beyond the office walls, illuminating supply chains as seen with Betterwith ice cream's commitment to happy cows and Archer Roose's 'enlightened supply chain' in boxed wine, proving that honoring all relationships—people, animals, land, and resources—is not just ethical but profoundly good for business, creating a truly human and sustainable future.

Erica Keswin, in 'Bring Your Human to Work,' guides us through the essential art of navigating the modern workplace by finding the 'sweet spot' between technology and human connection. The author explains that while communication tools have multiplied, their effectiveness varies wildly, urging us to match the medium to the message, a principle that becomes crucial as the stakes of our communication rise. Keswin illustrates this with compelling examples: a simple text for a minor delay, a phone call for a significant one, and face-to-face interaction for forging relationships or closing deals. The core dilemma lies in preventing technology from becoming a substitute for genuine human interaction, a pitfall that can significantly hinder relationships. To avoid this, Keswin advocates for digital discipline, knowing when to set technology aside. She reveals that smart businesses are intentionally designing processes to harness technology's efficiency, thereby freeing up human capital for deeper connection. JetBlue, for instance, automates mundane onboarding tasks, allowing orientation teams to focus on building rapport with new hires, transforming administrative burdens into opportunities for small talk and relationship building. Similarly, Airbnb uses algorithms to intentionally group employees who wouldn't typically interact, fostering cross-departmental connections during their annual 'lovefest.' The chapter emphasizes that technology should enhance, not replace, human touch. This is vividly demonstrated by JetBlue's customer service, where self-serve kiosks handle routine tasks, freeing up crew members to offer genuine assistance to passengers in need, like helping a struggling parent or ensuring someone requiring a wheelchair receives extra care. Jellyvision uses recruiting robots as brand ambassadors, infusing humor and personality into the initial candidate experience, while Union Square Hospitality Group, under Danny Meyer, employs Apple Watches for discreet staff communication, optimizing service without disrupting the guest experience, all to honor human beings. Sweetgreen scales intimacy by tracking customer preferences and having individual employees craft entire salads, creating a personalized, 'Cheers'-like atmosphere. Even in fashion, ThirdLove uses a sophisticated Fit Finder and a responsive customer service team to make bra shopping, a historically awkward experience, private and personalized, while Rebecca Minkoff's smart dressing rooms use technology to enhance the personal shopping journey. The overarching insight is that by thoughtfully integrating technology, businesses can amplify their reach and deepen connections, leading to both enhanced customer experience and a more fulfilling work environment. This strategic approach, as demonstrated by these diverse examples, is not just about efficiency but about returning to the core mission of human connection, a principle that ultimately nourishes both individuals and organizations.

In the bustling landscape of the modern workplace, where millions of meetings convene daily, Erica Keswin reveals a pervasive paradox: while humans crave connection and meetings are our primary vehicle for it, they often leave us feeling drained and disrespected. The issue, she posits, isn't the quantity but the quality, the profound lack of intention that turns these opportunities for connection into exercises in futility, costing businesses billions. Keswin urges us to 'mind our meetings,' transforming them from time sinks into powerful tools for building relationships and driving business success. The first critical step, she explains, is to instill a clear 'purpose' in every gathering. Before sending that invite, pause and ask: 'Is this meeting truly necessary?' This simple question, rooted in a company's core values, can prevent aimless discussions. She highlights Piera Gelardi of Refinery29, who curates a creative brainstorming environment, and Tiffany Pham of Mogul, who leverages meetings to embody values like transparency and shared voice, even sharing company financials to build trust. Beyond purpose, 'presence' is paramount. In an era of 'phubbing' and constant digital distraction, Keswin emphasizes that multitasking erodes productivity and harms relationships. Leaders must actively 'set the tone,' whether through the chime of a meditation gong as Eileen Fisher does, or by sharing inspiring stories of technology in action, as Satya Nadella initiates at Microsoft. This intentionality can be as simple as a round-robin check-in, like at Centro, or restructuring spaces to encourage more inclusive dialogue, echoing King Arthur's Round Table. The final pillar is establishing clear 'protocols.' In the 'Wild West' of new technologies, Keswin advocates for defined rules of engagement. Jeff Weiner at LinkedIn demonstrates this with a deeply committed, bi-weekly all-hands meeting that fosters candor and transparency, reinforcing the value that 'relationships matter.' Todd Yellin at Netflix enforces a strict 'no technology' rule in his product strategy meetings, ensuring every attendee is fully present and prepared, even allowing individuals to opt-out of sessions irrelevant to them, thereby respecting their time. Even a simple 30-minute meeting limit, as Barri Rafferty of Ketchum PR implements, can force preparation and efficiency. Ultimately, Keswin concludes, whether in-person or remote, successful meetings hinge on these three elements: purpose, presence, and protocols, reminding us that intentional interaction is 'gold' when we mindfully apply this human test.

The journey into understanding well-being at work, as Erica Keswin reveals, traces its roots back to 1700 with Bernardino Ramazzini, an Italian physician who first connected our work to our health, thus birthing occupational medicine and, arguably, the corporate wellness program. Today, while 70 percent of U.S. employers offer some form of wellness initiative, often driven by the self-interest of managing healthcare costs and boosting the bottom line, the true value proposition extends far beyond mere savings. A 2015 report by the Health Enhancement Research Organization (HERO) underscores this broader scope, highlighting increased productivity, higher engagement, lower turnover, and improved morale as significant gains. Keswin emphasizes that effective wellness programs, as explored through the exemplary case of Vynamic, a healthcare consulting firm, must embrace a holistic view, nurturing not just physical health but social, financial, and spiritual well-being, recognizing that we bring our whole human selves to work. Vynamic's CEO, Dan Calista, embodies this philosophy, aiming to build the world's healthiest company, a mission reflected in every facet of its operations, from its core values of Values and Vitality to its unique approach to employee empowerment. A radical departure from conventional consulting, Vynamic allows its consultants to choose their projects and locations, fostering a sense of autonomy and reducing resentment, a policy exemplified by a consultant's empowered choice to pursue a challenging but desired project after maternity leave. This focus on honoring relationships, particularly with employees, cultivates profound loyalty, evidenced by Vynamic's significantly lower attrition rate compared to industry peers and a remarkable 70 percent of hires originating from employee referrals. The chapter also spotlights other innovative approaches, such as The Motley Fool's 'Chief Wellness Fool' role and Deloitte's 'Mindset Monday' initiative, which allocates 15 minutes weekly for employees to recenter and focus, leading to significant increases in engagement. Vynamic's 'zzzMail' policy, prohibiting work emails between 10 p.m. and 6 a.m. and on weekends, further illustrates a deep commitment to respecting employees' personal lives and relationships outside of work, a practice that surprisingly boosts the bottom line through long-term sustainability and employee well-being. This human-centric approach, extending to thoughtful communication structures like 'Project Huddle' and the 'Three Amigos' mentorship system, and even to practical measures like antimicrobial surfaces and clean-desk policies at CBRE, underscores a fundamental truth: fostering genuine well-being is not just good for people, it is profoundly good for business, transforming workplaces into environments where employees feel valued, supported, and truly human.

The author, Erica Keswin, illuminates a powerful truth: companies that inspire their employees to give back are not just building goodwill, but forging a stronger, more productive, and authentic business. Fortune's list of Best Companies to Work For, and even Inc. magazine's profiles of smaller businesses, reveal a consistent trend: corporate social responsibility is on the rise, with a significant majority of companies offering time off for volunteering. This isn't merely a feel-good initiative; it's a strategic imperative. Consumers, especially millennials, are increasingly scrutinizing a company's authenticity when it takes a stand on social or environmental issues, and stakeholders expect this engagement to grow. The reason is simple yet profound: inspired employees are demonstrably more productive—225% more so than merely engaged ones, and three times more than those disengaged. Keswin presents Mack Weldon's 'Wait and See' strategy as a masterclass in authentic giving. Founder Brian Berger, prioritizing authenticity and business viability, waited until the company was robust enough to integrate a genuine giveback program. This led to Mack Weldon Recycles, a program that partners with a textile recycler, allowing customers to easily return old apparel, diverting waste from landfills and fostering customer loyalty, ultimately proving that giving back can directly enhance business growth and profitability. Similarly, General Assembly, led by Jake Schwartz, discovered its unique asset wasn't just charity, but its infrastructure for large-scale training. Their Opportunity Fund partners with philanthropies and corporations, offering tailored training programs at cost, creating magical outcomes like the CodeBridge program that transforms lives and careers for overlooked communities, demonstrating how a company's core competency can be a powerful engine for social impact. Even virtual teams can be included, as VolunteerMatch shows, by sending tree saplings for employees to plant, fostering a sense of shared purpose across distances. The narrative emphasizes that 'giving back is part of being human,' urging companies to discover their own authentic approach, involve their employees in the process, and share their impact widely. Like Subaru, which translates its 'Love' tagline into tangible community support through employee volunteering, or Faherty Brand, which integrated a fundraising and catalog shoot in Haiti, proving that even seemingly risky ventures can build profound relationships and inspire teams. The core tension lies in moving beyond performative gestures to genuine, integrated social impact, resolving into a model where giving back sharpens focus, drives innovation, and deeply connects employees to their work, their colleagues, and the wider world, creating a beautiful, reciprocal ecosystem of human action and business success.

The human mind, much like a fertile field, requires periods of fallow rest to yield its most original and profound ideas. Erica Keswin, in this chapter, unveils the critical necessity for deliberate disconnection in our hyper-stimulated world, revealing how even brief respites from constant digital input can spark significant life changes and retrain our brains for deeper memory, learning, and face-to-face connection. Neuroscientific studies confirm that boredom is not an enemy of productivity, but its crucial precursor, allowing for the emergence of original thought and life-altering decisions, from career shifts to recommitting to health. Yet, a pervasive culture of busyness, fueled by relentless connectivity, sees a staggering number of unused vacation days, a paradox that undermines not only individual well-being but also professional success, as those who disconnect are often more likely to be promoted. This chapter introduces us to leaders like Tristan Walker, CEO of Walker Company, who, by establishing core values of wellness and prioritizing faith and family above all else from the company's inception, demonstrates that a demanding business can indeed coexist with a fulfilling personal life. Walker's commitment to leaving work by 6 p.m. and taking a three-month paternity leave exemplifies the principle of 'starting as you mean to go on,' setting a precedent that human connection and self-care are not impediments but foundations for sustainable success. Similarly, architects John Rowland and Sarah Broughton of RowlandBroughton learned this lesson profoundly, shifting from a culture of overwork that led to high attrition to one that intentionally designs for disconnection, even implementing sabbaticals for themselves and their employees. Their journey underscores that leaders must model the behavior they wish to see, recognizing that their own disconnection is exponential in its impact on the organization. Companies like Slack, by encouraging employees to 'Work hard and go home,' REI, by closing on Black Friday, and others using email deletion tools or sending HR reminders for unused vacation, are actively redesigning work to honor relationships and prevent burnout. The overarching message is clear: intentional disconnection isn't a luxury; it's a strategic imperative for fostering creativity, well-being, and ultimately, a more robust and human-centered business.

The author, Erica Keswin, argues compellingly that the physical environment of our workplaces is not merely a backdrop, but an active participant in shaping human connection and productivity. She posits that Winston Churchill's adage, 'We shape our buildings thereafter they shape us,' holds profound truth for the modern office, where a mere 11 percent of workers report satisfaction with their current surroundings, a stark contrast to the potential 25 percent productivity boost offered by environments that foster connection. Keswin illustrates this through the story of Squarespace, where CEO Anthony Casalena, facing a fragmented workforce spread across multiple buildings, partnered with architects to reimagine their space. By strategically placing common areas in the interior and individual workspaces along the light-filled exterior, they created an environment that embodies their brand values of transparency, community, and intentionality, catering to both intense solitude and wild collaboration. This intentionality extends to seating arrangements, as seen with David Siegel at Investopedia, who deliberately mixes teams outside their reporting structures to break down silos and encourage broader interaction, while also using surveys to ensure good neighborly fits for morale. Similarly, DoSomething.org's 'Reaping' event, a bi-annual desk swap, injects intentional chaos to foster fresh perspectives and connections. Even Airbnb uses its meeting rooms, designed to resemble global listings, to reinforce its mission of belonging. Yet, Keswin cautions that design alone is insufficient; implementation and communication are paramount. Companies like Food52 and CBRE, through initiatives like Workplace360, demonstrate the importance of establishing 'rules of the road'—clear guidelines and robust support systems, like digital coaches at CBRE—to ensure the intentional design translates into desired human outcomes. Ultimately, the chapter reveals that by thoughtfully aligning space with values, embracing flexibility, and actively curating the human experience within that space, organizations can unlock significant gains in engagement, satisfaction, and productivity, transforming the office from a mere cost center into a powerful engine for human flourishing.

Erica Keswin, in "Bring Your Human to Work," unveils a profound shift in how organizations must approach employee growth, moving from a transactional view of professional development to one deeply rooted in personal empowerment and individual connection. The author illustrates how traditional, often bloated training programs, costing billions globally, frequently fail to yield lasting results, with employees reverting to old habits, a phenomenon Michael Beer, Magnus Finnstrm, and Derek Schrader termed the 'great training robbery.' This highlights a central tension: the immense investment in training versus its often negligible impact. Keswin champions a transition from a 'know-it-all' culture to a 'learn-it-all' one, echoing Satya Nadella's philosophy, emphasizing that continuous, meaningful on-the-job education is no longer a perk but a necessity, especially for generations like millennials who crave personal and professional growth. The narrative unfolds through compelling examples, such as Aria Finger's journey at DoSomething.org, where her CEO, Nancy Lublin, 'went the extra mile' by supporting Finger's entrepreneurial spirit with a new in-house agency, demonstrating that personalized development, even unconventional initiatives like sabbaticals, fosters loyalty and retains top talent. This echoes the insight that investing in an employee's personal passions, like a side hustle, can yield greater productivity and creativity. Similarly, Jon Stein of Betterment illustrates how intentionally cultivating relationships, inspired by his Boy Scout days, becomes a form of professional development, fostering community through initiatives like 'Betterment bands' and formal mentoring programs. The author posits that the personal and professional are inextricably linked, a sentiment reinforced by Refinery29's focus on emotional intelligence, empathy, and self-expression through creative outlets like collage making, recognizing that even the most skilled individuals falter without strong interpersonal and self-management capabilities. This journey from the perceived waste of traditional training to the rich rewards of personalized, human-centered development offers a resolution: by asking employees what they truly need and want, and by creating environments where they can learn, teach, and be coached, companies not only retain their best people but unlock their full potential, fostering a truly human workplace where everyone wins.

The author, Erica Keswin, begins by recounting a deeply human encounter with Ashley Peterson, a Starbucks barista whose genuine warmth and thoughtful, off-script gesture—a gingerbread treat for a disappointed child—transformed a simple customer interaction into a profound moment of feeling seen and appreciated. This seemingly small act, Keswin explains, was the spark that ignited her exploration into why and how individuals connect so deeply with their work, emphasizing that such genuine connection is not only vital for personal fulfillment but also for an organization's bottom line and overall meaning. Keswin reveals that expressing gratitude is a powerful, accessible pathway to cultivating this human connection, citing research from Harvard University that links gratitude with increased happiness. She illustrates this through the example of Howard Schultz, former CEO of Starbucks, who understood the importance of celebrating human connection and respecting the work employees do, a philosophy embodied by Ashley Peterson herself, whose dedication led to multiple promotions. The narrative then broadens to showcase how other organizations harness the power of gratitude. SoulCycle, for instance, has built a culture of appreciation through its "Soulitforward" pin program, where employees "Soulitforward" pins to colleagues who embody company values, creating an "ecosystem of celebration" that motivates and reinforces desired behaviors, as exemplified by facilities manager Rudy Volcy, who feels recognized and valued through this system. Keswin argues that the traditional, end-of-year performance review is an obsolete model for expressing thanks, advocating instead for infusing gratitude into daily routines. Indagare, a travel company, exemplifies this with its 9 a.m. daily gratitude sessions, where team members share what they are grateful for and offer wishes of happiness to others, fostering deeper colleague understanding and a delightful start to the day. Furthermore, JetBlue's "Lift" program, powered by Globoforce, demonstrates how real-time recognition, tied to company values, significantly boosts employee appreciation and engagement. Keswin highlights stories like LaToya Jordan's observation of a crew member handling a delay with grace, and Rachel McCarthy's account of a spontaneous in-flight pre-wedding celebration, both of which were recognized through the Lift program, reinforcing JetBlue's core value of fun and human connection. The author underscores that the benefits of gratitude extend beyond feeling good, referencing Adam Grant's findings that both givers and receivers of recognition experience improved engagement, and noting a University of Birmingham study linking gratitude to a multitude of benefits including increased resilience, better work attitudes, and improved health. Ultimately, Keswin concludes that while not everyone may possess Ashley's innate charisma, the capacity to express gratitude is universal and essential. The chapter's central tension lies in the workplace's tendency to be the least likely place for gratitude to be expressed, despite its profound positive impact. By advocating for a culture where saying thank you is frequent, personal, and genuine, Keswin offers a clear path to strengthening human connection, enhancing business success, and, perhaps, changing the world one thank you at a time.

Erica Keswin's 'Bring Your Human to Work' serves as a powerful manifesto for a more intentional, humane, and ultimately more effective approach to business. The core takeaway is that authenticity, far from being a mere buzzword, is the bedrock of sustainable success, driving loyalty, innovation, and genuine connection. Keswin compellingly argues that by embracing our 'humanity' – our capacity for empathy, our need for belonging, and our drive for purpose – we unlock a potent competitive advantage. The emotional lessons are profound: realizing that employees crave to be seen, heard, and valued as whole individuals, not just cogs in a machine. This means fostering environments where personal stories are shared, where acts of kindness and gratitude are commonplace, and where well-being extends beyond physical health to encompass social, financial, and spiritual dimensions. The practical wisdom woven throughout the book is actionable and transformative. From designing workspaces that encourage serendipitous connection to reimagining meetings as opportunities for relationship-building rather than time-draining obligations, Keswin provides a roadmap for intentionality. The emphasis on 'playing the long game' underscores that true sustainability is a mindset shift, prioritizing human well-being and long-term resilience over short-term gains. The critical role of technology is reframed: it should amplify, not replace, human connection, creating efficiencies that free up time for more meaningful interactions. Ultimately, 'Bring Your Human to Work' is a call to action to move beyond transactional relationships and embrace a leadership philosophy rooted in empathy, integrity, and a deep understanding of what truly motivates and fulfills people. By deliberately designing workplaces that honor relationships, encourage genuine expression, and foster a sense of purpose, organizations can not only achieve superior business outcomes but also create environments where individuals can thrive, connect, and contribute their best selves.