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Saving the Corporate Soul--and (Who Knows?) Maybe Your Own: Eight Principles for Creating and Preserving Wealth and Well-Being for You and Your Company Without Selling Out

Saving the Corporate Soul--and (Who Knows?) Maybe Your Own: Eight Principles for Creating and Preserving Wealth and Well-Being for You and Your Company Without Selling Out

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Amazon.comEven those who think the idea of a "corporate soul" is an oxymoron will be persuaded by journalist David Batstone’s whip-smart suggestions for how values can reinvent an organization’s bad behavior. Saving the Corporate Soul alternates examples of principled companies like Clif Bar and Timberland with those of innovative leaders such as Denny’s CEO Jim Adams, who recovered from a $54 million racial discrimination lawsuit to create a company hailed for its recruitment of minorities. Batstone demonstrates his core belief that "companies thrive once they align the ethics of the company with the values that drive its workers and customers." Readers worried about psychobabble can relax. The topics are nuanced and substantive; they include reputation as the guardian of a company’s brand, restoring sanity to CEO compensation, operating with transparency, moving the company into the community, viewing the environment as a silent stakeholder, and defining core values for a global economy. Everyone in your organization should read this provocative and practical guide to the post-Enron era. --Barbara Mackoff Book DescriptionEvery day the media reports on the latest corporation guilty of financial misconduct and public deception. Insider trading, fraudulent accounting, outlandish executive pay and perks— a steady stream of scandals scars the business landscape. But the corporate crisis is as much spiritual as it is financial. More than ever, the time is ripe for Saving the Corporate Soul . In this hard-hitting, thought-provoking book, David Batstone shows that a corporation has the potential to act with soul when it aligns its missions with the values of its workers and puts its resources at the service of the people it employs and the public it serves. He offers companies and their employees eight sound principles for "doing the right thing" and— citing examples from firms like Timberland, General Motors, Clif Bar, and BP— offers evidence that principled companies will excel financially over the long haul.