Build It audiobook cover - The Rebel Playbook for World-Class Employee Engagement

Build It

The Rebel Playbook for World-Class Employee Engagement

Glenn Elliott and Debra Corey

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Key Takeaways from Build It

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Build It
The Engagement Problem+
The 7 Beams (Drivers)+
The 3 Rocks (Foundation)+
Implementation+

Quiz — Test Your Understanding

Question 1 of 10
According to the authors, what is the primary difference between employee happiness and employee engagement?
  • A. Happiness is about pay, while engagement is about workspace.
  • B. Happiness means having a comfortable job, while engagement requires understanding and investing in the company's success.
  • C. Happiness is long-term, while engagement is a short-term reaction to specific projects.
  • D. Happiness is determined by management, while engagement is determined by leadership.
Question 2 of 10
How is the Engagement Bridge™ model structured?
  • A. Ten equal pillars that must all be built simultaneously.
  • B. Four distinct stages ranging from recruitment to retirement.
  • C. Seven 'beams' such as communication and leadership, supported by three 'rocks' including pay and workspace.
  • D. Three main categories: financial incentives, physical environment, and executive leadership.
Question 3 of 10
How do the authors distinguish between leadership and management in the Engagement Bridge model?
  • A. Leadership focuses on external clients, while management focuses on internal staff.
  • B. Leadership is about setting salaries, while management is about daily tasks.
  • C. Leadership applies only to executives, while management applies to HR.
  • D. Leadership is what you say, and management is what you do.
Question 4 of 10
When defining a company's driving forces, how do the authors categorize mission, purpose, and values?
  • A. Mission is the 'what', purpose is the 'why', and values are the 'how'.
  • B. Mission is the 'who', purpose is the 'where', and values are the 'when'.
  • C. Mission is the 'why', purpose is the 'how', and values are the 'what'.
  • D. Mission is the 'how', purpose is the 'what', and values are the 'why'.
Question 5 of 10
What is the main flaw of the traditional 'production line' model of job design created by Adam Smith?
  • A. It requires too much management oversight and micromanagement.
  • B. It prioritizes efficiency over employees taking pride and finding autonomy in their work.
  • C. It gives employees too much control, leading to chaotic project outcomes.
  • D. It relies too heavily on modern technology rather than human skill.
Question 6 of 10
According to research cited in the text, what is a major problem with how companies currently handle employee recognition?
  • A. They spend too much on peer-to-peer e-cards rather than formal ceremonies.
  • B. They give out too many monetary bonuses, which decreases intrinsic motivation.
  • C. They focus almost entirely on tenure rewards for lengthy service rather than continuous, timely feedback.
  • D. They only recognize senior management and completely ignore entry-level staff.
Question 7 of 10
What does the experiment involving capuchin monkeys, cucumbers, and grapes illustrate about pay and benefits?
  • A. Employees prefer non-monetary perks over higher base salaries.
  • B. Performance-based bonuses are the most effective way to motivate a workforce.
  • C. Employees are naturally competitive and work best when pitted against one another.
  • D. The absolute size of a paycheck matters less than the perception of fairness and income equality.
Question 8 of 10
What does 'agile working' refer to in the context of the Engagement Bridge?
  • A. Using the Agile software development methodology for all company projects.
  • B. Moving to different parts of the office to perform different types of tasks throughout the day.
  • C. Requiring employees to work from home at least three days a week.
  • D. Replacing all traditional desks with standing desks and treadmill workstations.
Question 9 of 10
Which two often-ignored aspects of employee wellbeing do the authors argue are essential to address because of their impact on productivity?
  • A. Physical fitness and nutritional health.
  • B. Commute times and ergonomic office equipment.
  • C. Mental health and financial solvency.
  • D. Sleep hygiene and digital detoxing.
Question 10 of 10
What overarching principle do the authors recommend when implementing the elements of the Engagement Bridge?
  • A. Implement all ten elements simultaneously to ensure structural integrity.
  • B. Treat employees fairly, communicate openly, and involve them by asking for their feedback.
  • C. Copy the exact strategies of successful companies like Google and Amazon.
  • D. Keep changes secret until they are fully developed to prevent employee resistance.

Build It — Full Chapter Overview

Build It Summary & Overview

Build It (2018) takes a look at one of the most important yet overlooked secrets behind business success: employee engagement. Drawing on a decade of research into 2,000 companies, Glenn Elliott and Debra Corey explore the tactics of some of today’s best-known firms to shed light on how they keep their workers switched on and productive. One common theme? They all tore up the HR rulebook, and this path-breaking book is designed to help you do just that.

We’re thrilled to announce that the authors have worked together with Blinkist to create this book-in-blinks for you.

Who Should Listen to Build It?

  • CEO’s and entrepreneurs looking to improve their businesses
  • HR people looking to engage their employees
  • Managers wanting to improve the performance of their team

About the Author: Glenn Elliott and Debra Corey

Glenn Elliott is an award-winning entrepreneur, author and speaker as well as the founder of Reward Gateway, a leading employment engagement technology. Debra Corey is an author and speaker as well as a seasoned HR professional. She has over 30 years of board-level experience at companies including Gap, Quintiles and Merlin Entertainment. She currently works with Reward Gateway.

© Glenn Elliott and Debra Corey: Build It copyright 2018, John Wiley & Sons Inc. Used by permission of John Wiley & Sons Inc. and shall not be made available to any unauthorized third parties.

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