From the editor
Natasha SpringThere are moments when you realize that your perceptions are, to a large degree, the sum of your experiences. This thought comes to mind whenever I talk with my good friend Amy--at least when she's discussing her job. We last met over dinner in California's Sonoma wine country--the kind of lovely place that encourages reflection. As the sun set and Amy took a sip of her wine, she sighed and began sharing the disappointments of her week on the job.
Now, admittedly, in such harsh economic times Amy, a meeting planner, is lucky to be employed. But a paycheck does not erase the fact that her workplace appears stuck in the Dark Ages. Innovation is discouraged in favor of doing things "the way we've always done them." Creativity--on those rare occasions when it can be practiced--is frowned upon. Only those employees who have stayed with the company for eons are recognized and rewarded. Their coworkers are overworked, underpaid and underappreciated. Most are on board only a short time before realizing there's not much hope for a happy and prosperous future.
When I talk to Amy I can't help but think about the IABC Gold Quill-winning case studies I read, and how different these forward-thinking companies seem from hers. Like Amy, I've been in the workforce for a long time and for many years with IABC, where I investigate good communication practices and compile that knowledge for members.
My workplace experience has shaped my perception that most companies do their best to recognize and reward employees for excellent performance. But the sad reality is that there are probably many more companies like Amy's--companies that ignore achievements, squash innovation and creativity, but reward longevity and sameness.
Someday the economy will turn around and Amy will find a better job. But for now, I will do my best to console her and offer testimony of organizations that value employees as critical stakeholders whose valiant efforts make the difference between an organization's ultimate success or its failure.
NATASHA SPRING
Executive Editor
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