On Fire at Work

About the Author

Eric Chester is a renowned author and motivational speaker, known for his expertise in leadership and workplace culture. With over 2,000 paid keynote speeches delivered on three continents, Chester's insights have resonated with companies such as Harley Davidson, McDonald's, AT&T, and Wells Fargo. He is the founder of The Center for Work Ethic Development and has written six influential books on leadership. His extensive experience and profound understanding of work ethics make him a trusted voice in guiding organizations toward creating thriving workplace cultures.

Main Idea

In "On Fire at Work: How Great Companies Ignite Passion in Their People Without Burning Them Out," Eric Chester explores the elements that distinguish exceptional workplaces from the rest. Chester identifies seven cultural pillars that today's leading employers focus on to attract and retain top talent: compensation, alignment, atmosphere, growth, acknowledgment, autonomy, and communication. By implementing these pillars, organizations can transform their workforce into a highly engaged, passionate, and committed team. The book serves as a practical guide for leaders seeking to build an on-fire workforce, where employees not only meet but exceed expectations.

Table of Contents

1. Introduction
2. The Old School and the New Deal
3. Compensation: Counterbalancing This and That
4. Alignment: Inculcating Core Values
5. Atmosphere: Ensuring Your Employees Are Safe and Well Equipped
6. Growth: Grow Them Big or They'll Go Home
7. Acknowledgement: Putting Your People First
8. Autonomy: Building an Army of Intrapreneurs
9. Communication: The Link Between Transparency and Trust
10. Conclusion

The Old School and the New Deal

The success of any business hinges on the quality of its workforce and the ability to keep employees motivated and retained. Chester contrasts the traditional "Old School" approach with the modern "New Deal." Old School employers focus solely on financial transactions, believing that compensation alone is sufficient to maintain employee satisfaction. This approach often leads to disengagement and high turnover. In contrast, the New Deal emphasizes a holistic view of workplace culture, recognizing that employees seek more than just a paycheck—they crave purpose, alignment with core values, and a supportive atmosphere.

Chester argues that businesses must move beyond the Old School mentality that views employees as mere tools to achieve business goals. Instead, companies should adopt the New Deal approach, which focuses on building a strong and positive workplace culture. This culture is based on mutual respect, shared values, and a commitment to personal and professional growth. By creating an environment where employees feel valued and supported, companies can foster greater engagement and loyalty.

Compensation: Counterbalancing This and That

Compensation is a fundamental aspect of workplace culture, but it is not the sole motivator for sustained high performance. Chester argues that while competitive pay is essential, transparency, fairness, and alignment with employee outcomes are equally important. Companies should strive for transparency in their compensation practices, ensuring employees understand how their pay is determined and feel that it is fair. Moreover, tying compensation to performance outcomes fosters a sense of ownership and motivates employees to contribute to the company's success.

Chester emphasizes that compensation should not be seen as a one-size-fits-all solution. Different employees have different needs and motivations, and compensation packages should be tailored to reflect these differences. For example, some employees may value higher base salaries, while others may be more motivated by performance bonuses or profit-sharing plans. By offering a variety of compensation options, companies can better meet the needs of their diverse workforce.