Bring Your Human to Work

Bring Your Human to Work Plot Summary

Introduction

I still remember walking into that startup's office for the first time. The energy was palpable—people laughing by the coffee machine, teams huddled around whiteboards, and a sense of purpose that filled the air. What struck me most wasn't the fancy furniture or the free snacks, but how genuinely connected everyone seemed. When I asked the CEO about their incredible culture, she smiled and said, "We don't just hire skills, we hire humans. And we make space for those humans to truly show up every day." This human-centered approach to work isn't just a nice idea—it's becoming essential in our increasingly digital world. As technology continues to transform how we communicate and collaborate, the most successful organizations understand that meaningful human connection remains irreplaceable. The workplace is evolving beyond just a physical location to earn a paycheck. It's becoming a community where people seek purpose, growth, and authentic relationships. By honoring these fundamental human needs, companies not only create more fulfilling environments but also drive innovation, retention, and ultimately, business success. The principles shared in these pages offer a roadmap for leaders and employees alike to create workplaces where people can bring their whole selves—their creativity, vulnerability, passion, and humanity.

Chapter 1: Being Real: Authentic Values in the Modern Workplace

Ellen Bennett was working as a line cook at a two-Michelin-star restaurant when she noticed a problem. The kitchen staff's aprons were cheaply made, uncomfortable, and lacked basic functionality like proper pockets. When she approached the restaurant's purchasing manager about better options, she was met with sticker shock at the cost of quality aprons. Bennett saw an opportunity. With just $300 and her unfiltered enthusiasm, she launched Hedley & Bennett, determined to create professional-grade kitchen workwear that chefs would love. What made Bennett's approach different wasn't just her product knowledge, but her authenticity. "Be real, and encourage other people to be real," became her mantra. When potential clients asked about her manufacturing capabilities early on, she was honest about her limitations but passionate about her vision. This transparency, rather than deterring customers, actually attracted them. They appreciated her genuineness and believed in her commitment to create something truly valuable for their industry. JetBlue takes a similar approach to authenticity by placing values at the core of everything they do. During new-hire orientation, employees aren't just handed a list of corporate values—they're immersed in them through stories and experiences. Safety, integrity, caring, passion, and fun aren't just words on the wall; they're principles that guide every interaction. New crew members hear real stories from customers, like the mother who recounted how a JetBlue employee helped her care for her developmentally delayed teenage son in a bathroom emergency when most would have simply provided directions. This alignment of values extends beyond customer service to how employees treat each other. When interviewed, JetBlue crew member James shared how the company supported him after a car accident, sending colleagues to check on him at his hotel. "JetBlue takes such good care of me," he explained, "and I am so grateful that I want to take care of my passengers and everyone around." At Lyft, authenticity is built into their mission to "reconnect people through transportation and bring communities together." Unlike competitors who position drivers and passengers in traditional service roles, Lyft encourages conversation and connection. Passengers sit in the front seat, and the company emphasizes values like "Be Yourself" and "Uplift Others" throughout their culture. This authenticity manifests in powerful ways, like when a driver stopped to comfort a passenger who began crying after receiving a Valentine's Day card—a simple human moment that literally saved a life, as the passenger had been contemplating suicide. Being real in business isn't about grand gestures or perfect execution. It's about creating environments where people can speak in their authentic voice, share their true selves, and connect on a human level. In today's workplace, where employees and customers alike crave meaning and connection, authenticity becomes a powerful competitive advantage. When organizations remove the barriers between their stated values and lived experiences, they create cultures where relationships naturally flourish and people feel empowered to bring their whole humanity to work.

Chapter 2: Playing the Long Game: Sustainability Beyond Profit

When Italian pediatrician Bernardino Ramazzini encountered a cesspool operator with an eye infection in the early 1700s, he had an "aha" moment that would change workplace history. He recognized the connection between occupation and health, establishing the field of occupational medicine and planting the seeds for what we now call workplace wellness. Today, this concept has evolved far beyond avoiding physical injury to encompass the total wellbeing of employees—physical, mental, emotional, and even spiritual. Dan Calista, founder and CEO of healthcare consultancy Vynamic, embodies this comprehensive approach to sustainability. When he left his position at Accenture to start his own firm, he wrote what he calls "the world's shortest business plan." At its core was a simple yet radical mission: to build "the healthiest company in the world." In an industry notorious for burnout, where consultants typically work punishing hours and sacrifice personal wellbeing for client demands, Calista envisioned something different—a sustainable approach that honored the humanity of his team. One of Calista's most revolutionary policies is zzzMail, which eliminates work emails between 10 p.m. and 6 a.m. and on weekends. Anyone violating this boundary by sending late-night messages is known for dropping a "Z-bomb"—a playful but effective cultural enforcement mechanism. When NBC correspondent Jo Ling Kent asked Calista how this radically human program affected the bottom line, he responded, "It actually helps it. That's the crazy secret." Rather than diminishing productivity, these guardrails have helped Vynamic grow profits every year while maintaining an attrition rate significantly below industry averages. Airbnb takes sustainability seriously by focusing on the beginning and end of life—specifically, through family-friendly policies. They provide at least 10 weeks of "child bonding leave" for all new parents, regardless of gender or whether they welcomed a child through birth or adoption. Recognizing the challenges of returning to work, they offer a transition period where employees can work 80% time for 100% pay. For nursing mothers who travel, Airbnb will express-ship breast milk to wherever they need to be. These policies acknowledge the full humanity of employees, supporting them during crucial life transitions. Tristan Walker, CEO of health and beauty brand Walker & Company, plays the long game through his personal commitment to disconnection. Despite founding a fast-growing startup, Walker maintains clear boundaries, leaving work by 6 p.m. most days to honor his priorities: "my faith, my family, my work—in that order." He set a powerful precedent by taking a three-month paternity leave as CEO, establishing a culture where wellness is valued from the top down. "If you're not taking care of yourself or your family," Walker explains, "you're not taking care of business." The long game isn't just about policies—it's a state of mind that considers the full spectrum of human needs over time. When organizations take this view, they discover that sustainability isn't at odds with profitability but actually enhances it. By creating environments where people can thrive holistically, companies cultivate loyalty, creativity, and resilience. The most forward-thinking leaders understand that playing the long game means investing in human sustainability as the foundation for organizational success—recognizing that we bring our whole selves to work, not just our productive capacity.

Chapter 3: Finding the Sweet Spot Between Tech and Connection

Danny Meyer, founder of Union Square Hospitality Group, had a revelation while planning the reopening of his flagship restaurant Union Square Cafe. As a pioneer in the hospitality industry, he needed to find the right balance between tradition and innovation. Meyer realized that technology in a restaurant setting should never replace human connection—it should enhance it. When the renovated restaurant reopened, certain staff members wore Apple Watches, not to take orders (which Meyer believed would create too much distraction), but to streamline behind-the-scenes communication. Floor managers could silently alert the hostess when a table was ready, or notify the coat room that guests had paid their check, all without interrupting the personal interactions that make dining special. This philosophy of using "tech to enhance touch" exemplifies what Meyer calls the sweet spot—the perfect balance where technology serves human relationships rather than diminishing them. For Meyer, this means listening attentively to conversations both in the restaurant and on social media, creating genuine connections with guests. This approach paid off dramatically when a Shake Shack employee (part of Meyer's restaurant group) noticed a tweet from loyal customers who were touring every USHG establishment but might miss their final stop at Kennedy Airport due to running late. The employee's response? Running burgers and shakes directly to their gate—a human moment made possible by technology. At ThirdLove, an online bra company founded by Heidi Zak, the sweet spot manifests differently but with the same fundamental principle. Buying bras traditionally involved uncomfortable fitting rooms, unflattering lighting, and often embarrassing interactions. Zak reimagined this experience by creating an online Fit Finder, a series of questions about a woman's current bra experience to determine her exact shape and size. With data from over 8 million women, their algorithms can recommend bras with the precision of what Zak calls "a 70-year-old bra fitter who's been fitting bras for 50 years." Yet ThirdLove doesn't rely solely on algorithms. They complement their technology with a team of 125 female customer service representatives, each receiving a month of paid, on-the-job training. These professionals provide the human understanding that technology alone cannot offer, creating what Zak describes as "the best kind of technology—you don't think about it; you use it because it makes your life easier." Rebecca Minkoff, the millennial fashion designer, found her sweet spot by transforming the retail experience through smart mirrors in dressing rooms. These mirrors allow customers to order drinks, view clothing in different lighting conditions to match their intended setting, and receive personalized recommendations based on RFID tags in the garments. The technology creates a more intimate shopping experience, making customers feel as though Minkoff herself is offering styling advice. Since implementing these innovations, sales in Minkoff's boutiques have increased by 200%. Finding the sweet spot isn't about adopting the latest technology trends or resisting change in favor of tradition. It's about thoughtfully matching the medium to the message—understanding when a text message suffices and when face-to-face interaction is essential. The human workplace recognizes that technology is most effective when it amplifies our humanity rather than replacing it. By designing systems that free people from mundane tasks, organizations create space for the meaningful interactions that fulfill our need for connection. The most successful companies don't just incorporate technology; they position it strategically to honor relationships—creating experiences that are both efficient and deeply human.

Chapter 4: Mindful Meetings: Purpose, Presence, and Protocols

Jeff Weiner, the widely respected CEO of LinkedIn, runs a biweekly all-hands meeting that defies conventional wisdom about corporate gatherings. In most companies, town halls are obligatory check-the-box exercises that executives delegate whenever possible. Weiner, however, personally leads every meeting, and his entire leadership team—nine senior leaders and over 60 vice presidents—typically attends. More than 11,000 employees join in person, stream remotely, or watch replays with their teams. What makes these meetings so valuable? They embody Weiner's compassionate management philosophy, inspired by the Dalai Lama's teachings on walking in another person's shoes versus merely feeling what they feel. This compassionate approach creates an environment of unprecedented transparency. The meetings operate under a simple understanding: "what happens at the all-hands stays at the all-hands." This mutual trust enables candid discussions about company challenges and opportunities. By consistently showing up and demonstrating that these meetings matter, Weiner honors one of LinkedIn's core values: relationships matter. The result? LinkedIn saw revenues grow from $78 million to over $4 billion in just a few years before Microsoft acquired the company for more than $26 billion. At Netflix, senior vice president of product strategy Todd Yellin takes a completely different but equally intentional approach to meetings. His cardinal rule is absolute presence—no technology allowed. Attendance is entirely optional, but participation is mandatory. Between 15 to 50 people typically attend his product strategy meetings, drawn by their reputation for efficiency and impact. Before each meeting, Yellin distributes a detailed memo via Google Docs where attendees can add comments and questions. Those who want to contribute virtually can skip the meeting entirely and just leave their thoughts in the document. What makes Yellin's approach particularly human is his commitment to hearing from everyone. He's moved away from what he calls "Jeopardy-style" meetings where people race to hit the proverbial buzzer with the right answer. Instead, attendees raise their hands and take turns speaking. Even more remarkably, Yellin explicitly encourages people to attend only the portions of meetings relevant to them—a radical departure from the typical expectation that everyone sit through the entire agenda regardless of relevance. Tiffany Pham, CEO of Mogul, a digital platform reaching 18 million millennial women weekly, designs meetings specifically to reinforce company values. To demonstrate transparency, she shares company financials and key metrics at every major meeting. To encourage shared voice, she intentionally draws out opinions from those who haven't spoken in a while. These purpose-driven meetings create opportunities for unexpected connections—like when Pham discovered that a content team member loved improv and found ways to incorporate that talent into Mogul's future content. The common thread across these diverse approaches is intentionality. Whether through compassionate leadership, technology-free focus, or values-based structure, these leaders understand that meetings represent precious opportunities for human connection. They replace the mindless default of calendar invites with mindful consideration of purpose (why we're meeting), presence (how we show up), and protocols (how we engage). By treating people's time as valuable and creating environments where everyone can contribute meaningfully, they transform meetings from dreaded time-wasters into powerful spaces for collaboration and connection. In a workplace where the average executive spends 23 hours weekly in meetings, this mindfulness isn't just nice—it's necessary.

Chapter 5: Well-Being at Work: The Human Side of Wellness

Janet Binswanger was an outgoing, friendly mother of two with decades of experience in the hospitality industry when she lost her job at a catering company. Reaching out to a corporate connection for leads, she connected with Dan Calista, founder and CEO of healthcare consultancy Vynamic. Though initially he didn't have a position for her, the next day Calista called back with an opportunity to cover a maternity leave. What started as temporary work in 2015 has evolved into Binswanger's role as Vynamic's full-time "curator"—researching the best snacks for employees, managing the corporate apartment, and creating special experiences for both employees and clients. Binswanger's enthusiasm for her work is striking: "I'm so happy here. This place is life-changing." She's not alone in this sentiment. During interviews with Vynamic employees, one young consultant named Kristal confessed, "If I won the lottery I would come back to Vynamic." This level of engagement represents what Calista set out to build when he left his position at Accenture to create "the healthiest company in the world" in an industry notorious for burnout. One of Calista's most revolutionary approaches to well-being is allowing consultants to choose their projects and locations—a radical departure from the industry standard where consultants go wherever they're assigned. This creates what Calista calls a "no-debt environment" where employees don't accumulate resentment from unwanted assignments. During a visit to Vynamic's lunchroom, I met a consultant who had just returned from her second maternity leave. She described how upon returning from her first leave, a senior leader presented her with two potential projects and let her choose which would better support her transition back to work with a new baby. This autonomy made her feel both valued and empowered during a vulnerable time. Vynamic's commitment to well-being extends beyond project selection to include a personalized coaching program called "Be Your Best Self." When an employee wants to pursue personal growth—whether practicing mindfulness, bringing lunch from home, learning calligraphy, or starting a garden—the company provides resources and follow-up support. This holistic approach recognizes that humans have diverse needs for expression and fulfillment beyond their job descriptions. Communication structures further support employee well-being. Regular "Project Huddle" sessions allow team members to openly discuss topics like work-life balance in a facilitated environment. The "Three Amigos" framework ensures every employee has three different supportive relationships: a "go-to" for practical project questions, a "counselor" chosen as a career mentor, and an "account manager" who handles client relationships. These aren't left to chance—clear guidelines establish expectations for regular check-ins, like "30 in 30" (thirty minutes every thirty days) with one's go-to person. Perhaps most famously, Vynamic's "zzzMail" policy eliminates work emails between 10 p.m. and 6 a.m. and on weekends. Anyone violating this boundary is known for dropping a "Z-bomb"—a playful but effective cultural enforcement mechanism. As one consultant explained on "The Today Show," this policy "gives you that sense of peace that permeates the rest of your life." When asked about the impact on business, Calista responded, "It actually helps it. That's the crazy secret. Every year we grow profits." Well-being isn't a perk or a program at Vynamic—it's the foundation of their business strategy. By honoring the full humanity of their employees, they've created an environment where people genuinely want to stay and do their best work. Their approach demonstrates that when organizations prioritize human sustainability, business sustainability naturally follows. True well-being isn't about superficial wellness initiatives but about creating conditions where people can thrive holistically—bringing their whole, healthy selves to work each day.

Chapter 6: Giving Back: Creating Impact Through Corporate Purpose

When Brian Berger launched Mack Weldon, an online men's underwear company, in 2012, he knew he wanted giving back to be part of his business. Yet as a startup founder focused on survival, he wasn't sure exactly how to make that happen. Unlike established companies with substantial resources, Mack Weldon couldn't afford to start giving away free products. More importantly, Berger didn't want to adopt an approach that felt inauthentic or trendy—it needed to align genuinely with his company's values and business model. "Authenticity really permeates everything that we do, from how we market, to how we price, to how we think about product innovation, to how we treat customers," Berger explained. He wanted the same authenticity to guide Mack Weldon's approach to social impact. Rather than rushing into a half-hearted initiative, Berger made the strategic decision to wait and focus first on building a viable business. This patience paid off as the company grew 827 percent between 2013 and 2016, selling over one million pairs of underwear. As the business stabilized, Berger observed something interesting about customer behavior: people regularly discard old underwear, socks, and t-shirts, but feel guilty throwing these items in the trash. This insight led to the creation of Mack Weldon Recycles in 2017, a program that partners with the textile recycler Community Recycle to keep apparel out of landfills. When customers place an order, they receive their items in a "two-way drawer" that can be returned with up to 45 pounds of old clothing at no cost. The cotton from these items is recycled into new materials, while the wearable clothing is distributed to communities in need. The program brilliantly addresses multiple needs simultaneously: it helps customers clear their closets guilt-free, reduces environmental impact, provides resources to underserved communities, and encourages more frequent purchases from Mack Weldon. The company's data confirms the business value—customers who participate in recycling add 220 percent more lifetime value than those who don't. Meanwhile, the program has kept over 11,000 pounds of apparel out of landfills, reducing carbon dioxide emissions by 65,000 pounds and saving millions of gallons of water. For General Assembly (GA), the global technology education company, giving back took a different form. Founder Jake Schwartz struggled in his twenties, feeling that his college education hadn't adequately prepared him for the professional world. This experience inspired him to create a learning community "where the ethos was learning by doing." As GA grew from a coworking space into a leading training provider with campuses in 20 cities and over 35,000 graduates worldwide, Schwartz wanted to develop a social impact initiative that aligned with GA's core expertise in education. Rather than choosing a specific cause, Schwartz realized that GA's greatest asset was its training infrastructure. This insight led to the creation of the Opportunity Fund, which facilitates partnerships between GA and organizations passionate about specific underserved groups. GA contributes its training programs at cost, while partners like Target, Adobe, and AT&T fund scholarships for participants. One powerful example is CodeBridge, an 18-week preparatory course developed with AT&T and nonprofit Per Scholas to help academically underprepared students develop the skills needed for GA's more advanced coding classes. The graduation ceremony for the first CodeBridge cohort proved transformative for Schwartz. Seeing 78 students who might otherwise have been excluded from technology careers celebrate their accomplishments was, in his words, "the most rewarding experience I've ever had... There was not a dry eye in the house." These stories demonstrate that effective corporate giving isn't about checking boxes or following formulas—it's about finding authentic ways to create impact that align with a company's values, expertise, and business model. The most successful initiatives grow organically from a deep understanding of what a company uniquely offers and how that can address genuine needs. When giving back is approached with this level of thoughtfulness and integration, it creates meaningful value for communities while strengthening the business and inspiring employees to bring their full humanity to work.

Chapter 7: Spaces That Matter: Designing for Human Connection

When Squarespace CEO Anthony Casalena found his rapidly growing company spread across six floors in four different buildings, he knew something needed to change. "Squarespace prides itself on being a collaborative work environment," he explained, but the distributed layout was hindering that collaboration. "When you are split across six floors, and it takes 15 minutes to get to a meeting, it changes who you talk with and how you talk to them." This spatial challenge threatened the very culture that had fueled the company's success. To address this fragmentation, Casalena partnered with design firm A+I to create a workspace that would physically embody Squarespace's values, particularly their belief that "design is not a luxury." The architects spent months immersing themselves in Squarespace's culture to understand not just how employees worked, but who they were as people. Brad Zizmor, one of A+I's cofounders, described their approach as "walking the mission statement"—creating a physical environment that expresses a company's fundamental identity. What emerged was a sophisticated, primarily black-and-white space spanning three floors that defied conventional office design. Typically, private offices line exterior walls, with common areas relegated to interior spaces. At Squarespace, this relationship is inverted—the entire exterior wall is open, bright, and quiet, available for everyone to use for focused work. All common spaces—conversation pods, conference rooms, and collaborative areas—are nestled in the interior. As Zizmor noted, "We've never done a project where there are no rooms that exist against the windows." This design brilliantly addresses what Zizmor called Squarespace employees' "binary state of being"—their need to toggle between intense collaboration and deep concentration. The layout creates a natural flow from social to solitary work as one moves toward the exterior, with increasing access to natural light. Every detail reinforces Squarespace's values of simplicity and thoughtful design—from integrated whiteboards to the absence of visible clutter. The space says "Squarespace" without explicitly branded elements, just as their web products favor elegant functionality over flashy features. At Investopedia, CEO David Siegel takes a different but equally intentional approach to space design through what he calls "mixing it up." Rather than organizing seating by department or reporting structure, Siegel strategically places employees near those he wants them to collaborate with—often from completely different teams. "Our social media team reports into marketing, but sits with editorial. Our product team reports into our SVP, Product, but the team sits with the business it supports," he explained. "The more people sit outside of their reporting functions, the barriers between those functions will melt away. And that is good for business." While Siegel believes in the power of cross-functional seating, he also recognizes that neighbors significantly impact productivity and happiness. Every time Investopedia moves offices or reorganizes, he surveys employees about their work preferences and habits to ensure compatible pairings. "Employees are in the office eight, nine hours a day," Siegel noted. "Good neighbors make for better morale." DoSomething.org, a nonprofit connecting young people with volunteer opportunities, takes mixing up to another level with their biannual desk swap, playfully called "the Reaping" after The Hunger Games. At 9:30 a.m. on Reaping day, names are drawn one by one, and each employee has just 15 seconds to choose a new desk. This creates excitement and functions as "spring cleaning"—employees clear out clutter, polish old desks, and arrive at sparkling clean new workstations by 10 a.m. Beyond this formal rotation, employees are encouraged to work from various spaces throughout the day, from standing desks to soft couches, creating what they describe as a liquid workforce "flowing through the office all day long." These approaches demonstrate that physical space is far more than a backdrop for work—it actively shapes how people interact, collaborate, and feel throughout the day. The most effective workplaces are those designed with intention, aligning spatial arrangements with organizational values and human needs for both connection and focus. By thoughtfully curating environments that encourage meaningful interactions while respecting individual work styles, companies create the conditions for relationships to flourish naturally. In the human workplace, space isn't just where work happens—it's a powerful tool for bringing people together in ways that technology alone never could.

Summary

Throughout these stories, we've seen that creating a truly human workplace isn't about superficial perks or following trendy management practices. It's about honoring the fundamental relationships that give work meaning and purpose. From JetBlue's values-driven culture to Vynamic's holistic approach to well-being, the most successful organizations recognize that people bring their whole selves to work—their hopes, fears, creative passions, and personal circumstances. The human workplace takes many forms, but certain principles emerge consistently. Authenticity matters—employees and customers alike crave genuine connection and transparent communication. Balance is essential—finding the sweet spot between technology and human touch, between productivity and well-being. And purpose provides the foundation—aligning individual contributions with meaningful impact creates engagement that superficial incentives never could. As we navigate increasingly digital workplaces, these human elements become not just nice-to-have features but competitive necessities. When we design environments where people can bring their full humanity to work, we create not just more fulfilling experiences but more innovative, resilient, and ultimately successful organizations. The future of work isn't about choosing between efficiency and humanity—it's about discovering how they can strengthen each other through thoughtful design, compassionate leadership, and a fundamental commitment to honoring relationships in everything we do.

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Erica Keswin

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