How The Jaybro Group is leveling up its culture by teaching their employees to think and act like owners. As the War for Talent continues to rage across the global workforce, a few companies have made bold moves to make themselves what we might call “employers of choice.” In other words, they’re building the kinds of organizational cultures that allow them to attract and retain world-class talent even in the face of tremendous competition. A prime example of a company leading the way in building a standout organizational culture is the Jaybro Group, a full-service supplier of consumables, safety, geosynthetic fabrics, temporary fencing, and barriers to the infrastructure and construction sector in Australia and New Zealand. In April 2021, Jaybro received an award that simply made official what everyone at Jaybro already believed. Jaybro was officially certified as a great workplace by the Global Authority, Great Place to Work®—an organization recognizing the best places to work in Australia for more than 14 years. “Being a Great Place to Work gives us an advantage as we continue to attract the best talent and build brand recognition in the civil and infrastructure supply sector,” says Alison Passey, Jaybro’s Group HR Manager. “The employees who are an excellent fit for our culture remain with us for longer, are happier, and are more engaged in their work because they have found their ‘tribe.’”

For many today, it would be unthinkable— if not sheer torture—to run a company supported by data arriving by pony express and steamship. Yet, in the 1800s, that’s what American industrialists regularly did to huge success. How could Carnegie and Rockefeller have made significant, informed decisions with material gathered by mere telegraph, letters, and only later, telephone? Weren’t they alarmed that their milk was fresher than their business intelligence?

Most everyone, when asked what their most important asset is, will respond “our people”. If that is true, how much are we investing in our people to help them understand basic financial concepts? Training for employees in the area of financial literacy can be a challenging task. Here are some ideas that will help get the training started. The outcome will be better-engaged employees.

Financial planning is vital to every organization’s success. It’s the roadmap to where your business is going, and without it, well, it is extremely difficult to organize a successful short- and long-term plan, (let alone define what it means to be “successful” in the first place). What is surprising to me is, that despite how vital a Financial Plan is to the success of a company, some organizations refuse to properly share theirs with employees.

When it comes to financial literacy, it may seem overwhelming for those who don’t have a background in accounting or business. At first, nearly anything you say about the financials will sound absolutely foreign. So what can you do to break down this communication barrier? There are a number of techniques you can use when communicating the numbers to ensure everyone is on the same page. Here are four strategies to improve communication about financials with your employees:

The transformative power of business is not exclusive to America; it’s universal. I saw this firsthand when I was honored to serve as the American judge on a panel charged with choosing an Entrepreneur of the World, an award sponsored by a major consulting company. While I had judged similar Entrepreneur of the Year awards back in the United States, this time I was invited to fly to Monte Carlo for the globally focused event.

How Healthy Competition Drives Continuous Creativity And Productivity At SRC By Jack Stack I’m a big believer in the positive power of competition. I believe it’s a universal truth that all people like to win—and hate to lose. But as I’ve written about before, losing is also an opportunity to learn and to improve. So, why wouldn’t we try to build in some of that healthy competition into the workplace? To take some of the drudgery out of our day-to-day routines and spice things up with some competition? At a fundamental level, that’s what The Great Game of Business® is all about.

We live in a strange time. It’s not always clear what’s true or what’s a figment of someone’s imagination—like a made-up story that people think is true that then spreads like wildfire on social media. When people can’t agree on facts anymore, it creates all kinds of problems.

My GGOB Story The year was 2011, and I was living it up as a young single 20-something in Springfield, MO. I was a proud community college graduate holding an associates degree in ‘electronic media production’ with a slight obsession with attending large-scale music festivals. You know the ones, Coachella, Bonnaroo, The HangOut Music Fest. I lived for them and I was always planning out which one I would attend next, always keeping in mind what my small hourly call center wage would support.