Welcome to the latest edition of the Social Capital Newsletter. Social Capital is an intangible asset at the heart of a new and dynamic view of success, one that is changing business and the world as we know it during one of the most difficult and turbulent times in recent history. At the multinational tech company UKG, CEO Chris Todd knows head hunters woo his team regularly--yet turnover remains low. Why do so many employees choose to stay? It comes down to feeling like they are part of a family. In this weeks' lead story, "Family Is The Backbone of UKG Success," Todd speaks with IBT Times Editor-at-Large Chris Benguhe about what family means--at work and at home--at the thriving company and how he intends to double down on embracing our most important institution. If you're looking for ways to support family values at your Social Capital company, you won't want to miss this important story, which includes footage from the Zoom interview. 

And it's a big part of Chris Todd's smooth transition into CEO.

So you think you know how to listen?

Antidote to the Great Resignation: Finding And Putting Meaning In Work
Building The Case For Caring In Business
Constant Chaos And Leadership Burnout

The world has changed tremendously since Robert K. Greenleaf first published Servant Leadership in 1977, but one thing hasn't--people's need to be appreciated and recognized--and the role of leaders in doing that. If you haven't looked back at Greenleaf's classic on how leaders can inspire people and organizations to achieve their full potential in a while, it's well worth revisiting. One of his big ideas: "The servant leader is servant first...It begins with the natural feeling that one wants to serve, to serve first." For more on servant leadership, check out former Popeye's CEO Cheryl Bachelder's ideas in Is Servant Leadership Finally Catching On?

With the weather getting cooler, it's the perfect time to go camping. If sleeping on the ground isn't your idea of fun--but you love the outdoors--a camping hammock may be the perfect replacement for your sleeping bag. DutchWear Gear, based in Lancaster, Pa., makes its Clark Double Camping Hammock ($449) in the U.S. from recycled materials and uses minimal packaging, in keeping with the company's belief in good stewardship of the earth. The hammocks are designed with straps that protect the bark of the trees they hang on. It's yet another example of Social Capital in action. You can read about another outdoor gear company that's embracing Social Capital principles--Cotopaxi--in "Can Corporations End World Poverty?"

Success Isn't All About Selling: Fred Hassan, now with Warburg Pincus after a career as a turn-around CEO in Pharma, challenges the adage “Nothing happens unless someone sells something.” His take: It's time to take long-term view of sales culture and relationships. Read more of Hassan's ideas in "Can Pharma Lead In Social Good?" 

Want to make sure your employees stick with your company? Make it easier for them to have good friendships at work. As Gallup has found, having a best friend at work is the key to employee engagement and job success. Employees who have a best friend at work are much more likely to engage customers and internal partners; get more done in less time; support a safe, accident-free workplace; innovate and share ideas, and have fun at work. Good friendships can also help with recruiting. 44% of employees who strongly agree they have a best friend at work said they would recommend their employer to others, versus 21% who don't. Looks like Social Capital CEOs are onto something in prioritizing relationships on their teams. For more on creating a workplace where employees want to stay, check out "The Well-Being Factor."

Many Americans hit the road this summer--and had a chance to enjoy their favorite hotels, motels and bed and breakfasts along the way. If you were among them, you may have wondered why some create a great experience for guests time after time, while others miss the mark. Turns out that the companies that embrace the Social Capital ideals have an edge. As Marriott CEO Tony Capuano points out in "The Legacy of Marriott: Almost A Century of Sticking By Its People," creating a caring culture for team members has a ripple effect through an organization that translates to the best possible service to guests. In other words, if the employees are happy, so are the guests, and the virtuous circle continues. 

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