id: fb66d538-a710-40b8-ac02-9106cefde96e
slug: We
cover_url: null
author: Rudy Karsan and Kevin Kruse
about: Revealing how pronouns shape corporate destiny, "We" demolishes the myth that individual star performers drive success. Most counterintuitive finding: companies using "we/us" language outperform those favoring "I/me" by 36% in profits. Karsan and Kruse prove that linguistic choices directly impact bottom lines.
icon_illustration: https://myeyoafugkrkwcnfedlu.supabase.co/storage/v1/object/public/Icon_Images/Rudy-Karsan.png
author_id: 1149efc7-3202-42b3-857b-2a8ca9565b73
city_published: New York
country_published: USA
great_question_connection: The themes explored in "We" by Rudy Karsan and Kevin Kruse intersect profoundly with fundamental questions about human consciousness, organizational behavior, and the nature of truth and meaning in the workplace. The text resonates particularly with inquiries about whether consciousness is fundamental to reality and if meaning is found or created, as it examines how employee engagement emerges from both individual awareness and collective organizational culture. \n \n The book's exploration of workplace dynamics tackles the tension between individual authenticity and collective purpose, mirroring philosophical questions about whether we should value individual rights over collective welfare. Karsan and Kruse's analysis suggests that genuine engagement requires both personal truth and shared meaning, challenging us to consider whether reality is what we experience or what lies beyond our experience. Their work implies that workplace truth is both discovered and co-created, similar to how we might ponder whether mathematics is discovered or invented. \n \n The authors' perspective on organizational transformation addresses whether ritual can create real change and if tradition should limit interpretation. Their approach suggests that while established practices matter, innovation and adaptation are crucial for organizational vitality. This connects to broader questions about whether truth should adapt to modern knowledge and if some truths are eternally valid, as posed in the question "What was true 1000 years ago is still true today?" \n \n The book's treatment of workplace engagement parallels inquiries about whether love is just chemistry in the brain, suggesting that while engagement has measurable components, it transcends pure mechanistic explanation. This relates to questions about whether an AI could truly understand human emotions, as the authors explore the deeply human aspects of workplace motivation and connection. \n \n Thei
r examination of leadership and organizational culture touches on whether wisdom is more about questions or answers, suggesting that effective leadership requires both decisive action and humble inquiry. This connects to questions about whether we should judge actions by their intentions or their consequences, as leaders must balance aspirational goals with practical outcomes. \n \n The text's exploration of workplace meaning addresses whether some illusions are more real than reality, as organizational culture often operates through shared beliefs and values that, while potentially constructed, create real effects. This connects to questions about whether beauty can exist without an observer, as workplace engagement similarly requires both individual perception and collective recognition. \n \n Through their analysis of successful organizations, the authors implicitly address whether pure logical thinking can reveal truths about reality, suggesting that while data and analytics are crucial, human intuition and emotional intelligence play vital roles in organizational success. This relates to questions about whether personal experience is more trustworthy than expert knowledge, as effective workplace engagement requires both empirical understanding and lived experience. \n \n The book's treatment of organizational transformation touches on whether perfect knowledge could eliminate mystery, suggesting that while deep understanding is valuable, some elements of human motivation and organizational behavior remain fundamentally dynamic and emergent. This connects to questions about whether we can ever truly understand how anyone else experiences the world, as workplace engagement requires navigating diverse perspectives and experiences while maintaining coherent organizational direction.
introduction: "We: How to Increase Performance and Profits Through Full Engagement" stands as a pivotal business text published in 2011 by workplace engagement experts Rudy Karsan and Kevin Kruse. This seminal work explores the intricate relationship between employee engagement and organizational success, presenting both theoretical frameworks and practical strategies gleaned from extensive research and real-world applications. \n \n The book emerged during a critical period of workplace transformation, following the 2008 financial crisis when organizations were grappling with maintaining productivity amid widespread disengagement. Drawing from their extensive experience - Karsan as founder and CEO of Kenexa, a leading human resources consulting firm, and Kruse as a serial entrepreneur and employee engagement expert - the authors synthesized decades of research and consulting experience to develop their groundbreaking approach to workforce engagement. \n \n At its core, "We" introduces the concept of Full Engagement, arguing that traditional employee satisfaction measures fail to capture the complexity of modern workplace dynamics. The authors present compelling evidence that fully engaged employees not only perform better but also contribute significantly to organizational profitability. Through examination of over 10 million worker surveys and 3 million employee interviews, they identified three distinct levels of engagement: engaged, disengaged, and actively disengaged, demonstrating how each level impacts organizational performance. \n \n The book's enduring influence extends beyond its initial publication, having shaped contemporary discussions about workplace culture and employee motivation. Its practical framework for measuring and improving engagement continues to influence human resource practices and organizational development strategies. Modern organizations increasingly reference its principles in developing employee engagement initiatives, while acad
emic institutions incorporate its findings into business curriculum. The text's emphasis on the human element in organizational success remains particularly relevant in today's rapidly evolving workplace environment, where questions of remote work, work-life balance, and employee wellbeing have taken center stage in corporate discourse.