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Morale Busters at Work
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Contrary to common wisdom, people who have a best friend at work are seven times more engaged in their jobs. Different friends contribute different things to a friendship. The research reveals eight different but vital friendship roles each of us needs.
We're all for the afterlife but what are we supposed to do in the meantime? In the middle of too much, too fast, how are we supposed to pay attention to God?
Google, selected by Fortune as the #1 company to work for, exhibits a culture and leadership that seems more like the biblical concept of a household, oikos, rather than a modern company.
Bradley J. Moore is feeling restive again. This time it's about a billboard seeking to entice Christians out of the marketplace and into the swirl of christiany ministry positions: "It disturbs me, this incessant need certain Christians have to insulate and protect themselves from the seemingly cruel, harsh, meaningless vapor of the evil secular marketplace..."
Bradley J. Moore reflects on spiritual disciplines, work, preachiness and humility in light of Bill Heatley's book, "The Gift of Work - Spiritual Disciplines for the Workplace."
This BusinessWeek podcast provides an overview of how the law views the expression of religion in the workplace, balancing the right of freedom of religion with the burdens of an employer. Vitally important in today's religiously-diverse workplace.
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Growing expectations about what leaders should demand from their employees and how they should care for and develop them may, in fact, be a manifestation of something more profound and fundamental: the increasing importance of the workplace as a person's primary community in life...Divorce, increased mobility, civic apathy, urban alienation, [...]
Jay A. Conger, Beth Benjamin
Be careful to not take undue credit for work that was accomplished by others. Understand that you may have less to do with the success of an organization than you think.
It's not so much what a young manager experiences in his or her first job as the take-away lessons in leadership. Geoff Finch recalls on-the-job learning about following, leading and becoming a leader.
Once a frustrated corporate minion, Andrea Emerson writes about the unconventional principles that thrust her into a fulfilling career (and straight up the chain of command) at espressoshots.com 
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In his first contribution to InsideWork, Glynn Young writes: "In any workplace, people quickly learn that it’s what you do that matters, not what you say. And even more importantly, it’s how you do it."
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In the just-in-time, modern workplace, speed seems to be all-important. Email and cellphones demand an instant response, and a deadline lurks around every corner. A 2001 survey conducted by the European Foundation for the Improvement of Living and Working Conditions found that EU workers were under much greater time pressure than a decade ago.
Does your office seem dead and impersonal? Glenn McMahan shares ten tips on how you can change that.
Bradley J. Moore shares a prayer for the workplace.
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"How can companies expect employees to be loyal to them when they can't be loyal to employees? One way is to strip loyalty of its moral meaning. Employees will be "loyal" if you pay them more than they would make in other places ...
When commitment is reduced to time at work, loyalty to something one pays for, and trust to a legal contract, these terms are emptied of moral meaning and the workplace becomes morally bankrupt."
Joanne B. Ciulla
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