????公司一位員工曾經解釋說：“孩子們發現，公司并不僅僅代表爸爸和媽媽每天去工作的那棟大樓。而是我們全家人生活的一部分。孩子們看到我們參與的社區活動，也看到了我們的辛勤工作，以及這些對公司和他們的意義所在。”

????聯合文具集團并不會監控員工在工作日花在基金會中的時間。但員工們并不認為背包項目分散了精力，影響了“正常”工作；相反，上面那位位員工認為參與背包項目讓她更有動力，希望更努力地投入工作。“它在員工與公司之間形成了更牢固的紐帶，而且讓我意識到，公司關心我，也關心我的利益。”

將生活融入工作

????創造一種氛圍，使員工不僅將他們的大腦和雙手帶到公司，還會帶來他們的心。古切納爾、約翰森和其他領導者都認識到了這樣做的威力。幼兒看護服務公司Bright Horizons Family Solutions的CEO戴維?莉西希望員工“在工作中同樣做自己，而不是把真正的自己留在公司的停車場上，走進辦公室就搖身一變，成為另外一個人。”

????按莉西的話來說，Bright Horizons“可以優先進行社會急需的重要工作，對其服務對象產生深刻的影響。”正如莉西所說：“我們并不會給員工注射酷愛飲料（Kool-Aid，卡夫公司飲料品牌——譯注），告訴他們：‘不準做你自己。’我們希望員工能夠明白，沒錯，工作是正事，但同時也明白，最重要的是，孩子與家人始終要排在第一位。”

????在他看來，Bright Horizons的員工流動率低于行業平均水平的一半，充分證明公司的做法是正確的。但他也承認，隨著新人不斷加入公司，這項工作需要持續下去。

????對于雄心勃勃的公司和領導者而言，成功的衡量標準并不僅僅是公司的季度財務報告，還包括公司對社會的總體影響。而要想產生這樣的影響，需要員工全身心投入工作，而不是在公司停車場換上另外一副面孔。

????本文作者拉塞爾?埃森施塔特是TruePoint Center for Higher Ambition Leadership公司的董事，TruePoint Partners公司的主席，并與邁克爾?拜爾、納撒尼爾?富特、 托比亞斯?弗雷德貝里和弗萊明?諾爾格倫合著了《雄心萬丈：偉大的商界領袖如何創造經濟與社會價值》（Higher Ambition: How Great Leaders Create Economic and Social Value）一書。

????譯者：阿龍/汪皓

????As one United Stationers employee explained, "Our kids discovered that it's not just this building that mom and dad go to work at. It's a part of all of us. My children see the community involvement, they see the hard work, but they [also] see what it all means to the company and to them."

????United Stationers doesn't monitor how much time employees spend on foundation work during the workday. But rather than finding the backpack program a distraction from her "real" work, the employee said it makes her want to work even harder: "It gives people a stronger bond and sense that this company cares about me, it cares about my interests."

Bringing life into work

????Gochnauer, Johansson, and other leaders recognize the power of a creating an environment in which people are encouraged to bring not just their brains and hands to work but their hearts as well. David Lissy, CEO of childcare services company Bright Horizons Family Solutions, wants employees to "feel okay to bring who they are to work. It's not like you're parking who you are in the parking lot and pretending to be somebody else at work."

????Bright Horizons has, in Lissy's words, "the privilege to do important work that society desperately needs and the ability to make a profound impact" on those it serves. As Lissy describes it, "We're not injecting people with the Kool-Aid and saying, 'You have to stop being who you are.' We're hopefully attracting people who understand that this is a business, but who also, first and foremost, understand that doing right by children and families will always come first."

????The fact the Bright Horizon's turnover rate is less than half of its industry's average is, in his view, proof that the company is doing something right. But, he acknowledges, it is work that needs to continue constantly as new people come into the organization.

????For all of these ambitious companies and leaders, success is measured not only by their organization's quarterly financial results but also by the broader impact they have on society. And that kind of impact can only come from people who are fully engaged with their work and not leaving who they really are out in the office parking lot.

????Russell Eisenstat is director of the TruePoint Center for Higher Ambition Leadership, president of TruePoint Partners, and co-author with Michael Beer, Nathaniel Foote, Tobias Fredberg, and Flemming Norrgren of Higher Ambition: How Great Leaders Create Economic and Social Value.