#1 Amazon Bestseller. Hardcover and audiobook available now.

Who the Hell Wants to Work for You?

Mastering Employee Engagement.

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Employee Engagement Book
★ ★ ★ ★ ★

Absolutely fantastic and loaded with practical information. This is a must add to your library—and it’s fun to read!

Alan Collins
New York Times bestselling author and former Vice President of PepsiCo
★ ★ ★ ★ ★

A terrific employee engagement book for individuals, managers, and executives who wish to create a culture of superior employee engagement in their enterprises.

★ ★ ★ ★ ★

I thought it was going to be another dry CEO book, but Tim’s personal stories told authentically makes it a great read.

★ ★ ★ ★ ★

Who the Hell Wants to Work for You is the rare business book that’s a joy to read. Entertaining, enlightening, and empowering.

★ ★ ★ ★ ★

An employee-oriented handbook for modern-day business owners and managers. A plainspoken and warmly inviting re-evaluation of corporate culture.

★ ★ ★ ★ ★

A complete reality check on employee engagement. It’s an addicting read—couldn’t put it down. Tim’s stories to illustrate his philosophy are riveting.

★ ★ ★ ★ ★

The best and most actionable employee engagement advice available.


A transformative new book about employee engagement, empowerment, and inspiration in the workplace.*

By Tim Eisenhauer


Who the Hell Wants to Work for You? explains and unifies the groundbreaking employee engagement practices of America’s most admired companies.

It shows the role of individuals, managers, and executives in building a new kind of workplace.

And it uses the collective experience of hundreds of employers through research and case examples to help you—the manager—transform your mind, your team, and your business.

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* A single paradigm shift from this book could get you a massive return

Table of Contents

Chapter 1
An Employee’s View: The Cubicle-Side Dilemma
  • Where Disengagement Comes From
  • What Motivates Your Employees
  • What Employee Engagement Isn’t
Chapter 2
Hire Traits and Behaviors
  • Make it Harder to Lie
  • Your Company’s DNA
  • Be Willing to Make Exceptions
Chapter 3
Engage from Day One
  • Cultural Immersion
  • Mission, Vision, and Values
  • Mindless Paperwork
  • Meet the Man Behind the Legend
  • Share the Spotlight
  • Free Stuff
  • Unique, Weird, and Downright Insulting
  • Ask the Employee
  • Make Friends
  • Score a Quick Win
  • Set Expectations
Chapter 4
Set Goals
  • Mistake #1: Set No Goals
  • Mistake #2: Make It Too Easy
  • Mistake #3: Make It Too Hard
  • Telling is Not Selling
  • Tweak Your Tools
Chapter 5
Keep the Eyes on the Prize
  • Give Real-Time Feedback
  • Get in the Game
  • Never Mind Setbacks
  • Find a Buddy
Chapter 6
  • Make the Introductions
  • Blow Their Horn
  • Be Inclusive
  • Make It Easy for Employees to Network
Chapter 7
A Manager’s View: What Kind of Boss are You?
  • The Indecisive Boss
  • The Insecure Manager
  • The All-Knowing Leader
  • What If We Got Rid of Managers Altogether?
Chapter 8
Use Them or Lose Them
  • What Would They Rather Do?
  • Leave Room for Great Ideas
  • Let Them Win
Chapter 9
Support Career Development
  • Be a Mentor
  • Keep Everyone Learning
  • Transparency = Learning
Chapter 10
Make Them Visible
  • What if There are Few Opportunities?
  • What if Nobody Wants to Participate?
  • What if an Employee Doesn’t Want Visibility?
  • What if an Employee is Already Well-Known?
Chapter 11
Let Go of Your Inner Micromanager
  • Are You a Micromanager?
  • Ready to Quit?
Chapter 12
Be Authentic
  • So You’re Highly Unlikeable
  • Show Your Vulnerability
  • Setting the Tone is Not Enough
Chapter 13
  • Your Attitude is Key
  • What Kind of Relationship Are You Creating?
  • Try Active Listening
  • Keep the Lines Open
Who the Hell Wants to Work for You? Mastering Employee Engagement.
Chapter 14
Reward Like a King
  • Recognition is More Important Than Pay
  • Reward with Purpose
Chapter 15
An Executive’s View: A Company of People
  • Can You Get Rich by Taking Care of Employees?
  • What Does It Mean to Take Care of Your Employees?
  • Can You Afford to Take Care of Your Employees?
Chapter 16
Got Culture
  • Who Invented “Corporate Culture?”
  • How to Preserve the Core
  • Give Your People Ownership
Chapter 17
Start at the Top
  • What Does a CEO do?
  • Three Leadership Hacks
Chapter 18
  • Company-to-Employees
  • Employees-to-Company
  • Employees-to-Employees and Other People
  • Putting It All Together
Chapter 19
Give them a Voice
  • Ask Them What They Think
  • You Want Debate
  • Don’t Expect Them to Hand You A Solution
Chapter 20
Default to Open
  • Think Social
  • Default to Open
Chapter 21
Go on a Mission
  • Don’t Fake It
  • Start with What You Know
Chapter 22
Engage Outside of Work
  • Find Your Niche as a Volunteer
  • Just Have Fun
Chapter 23
Say Thank You
  • Thank Your People for Weird Stuff
  • Make it Social
  • Connect the Dots
  • Have Your Own Special Ways of Expressing Gratitude
Chapter 24
Give Them a Break
  • Annual Cycle
  • Weekly Cycle
  • Daily Cycle
  • Project Cycle
  • Task Cycle
Chapter 25
Let the Walls Help
  • Color and Texture
  • Space
  • Natural Sunlight
  • Eco-Friendliness
  • Nature
  • Food
  • Napping
  • One-of-a-Kind Features
  • Slides
Chapter 26
  • How to Succeed without Really Trying
  • Make Your Thinking as Funny as Possible
Back Matter
About the Author
Further Reading

About Tim Eisenhauer

Tim Eisenhauer

I’m Tim Eisenhauer, co-founder of Axero. Axero develops and markets Communifire, a social intranet and collaboration platform. Over five million people use our software, and that number is growing.

Our customers invest in Communifire because it saves them time and frustration. That’s the technology promise. The social element adds up to something extra—employee engagement.

Employee engagement has always been a vital topic for Axero. We are a virtual company in a highly competitive market. If people aren’t psyched to work for us, we go out of business tomorrow.

I am fascinated by human behavior and ingrained biases in our thinking. If we are to achieve success, we must learn to work with the human brain, and not against it. It’s true for software development. And it’s true for employee engagement.

Like any manager and business owner, I learn by doing. That said, I’ve learned an awful lot by researching, reading, and observing. The research, case examples, and advice in Who the Hell Wants to Work for You? have changed my company and my life for the better. I am confident they will do the same for you.

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