Connection and Growth

The Power of Employee Well-Being
By Mark C. Crowley
Berrett-Koehler, 176 pp., $26.95

As talent development professionals, we know that the time learners dedicate to learning is shrinking. Attention spans continue to decline as individuals increasingly consume short-form content. Leaders and leadership development professionals are not exceptions to the trend. So, when I read The Power of Employee Well-Being, I was impressed by its succinctness and delivery, which align perfectly with a modern approach to learning consumption.

Mark Crowley—a name you may recognize from his popular Lead From the Heart book and podcast series—delivers heartfelt and workable strategies for leaders to care for their staff. The strategies don't just aim for higher engagement scores; they strive to make tangible differences that help the whole person thrive at work. Each of the 13 chapters is concise and perfect for busy readers, offering practical ideas grounded in scientific insights that promote human flourishing.

The first few chapters set up readers for success by laying the foundation for understanding their current status as a leader (no one is as great as they think). Crowley emphasizes that identifying areas for improvement begins with understanding individual values and using those values to drive decisions. He explains how introspective reflection can have a positive impact on people, teams, and overall work environment.

Then, the author takes readers on a journey to genuinely connect with their people. Crowley elevates traditional notions of engagement and workplace satisfaction by sharing what he believes is one of the single most important takeaways: Leaders must build a relationship-based culture where all staff truly belong and feel their managers see and value them. He asserts that even people who think they already understand such concepts may not execute them well—and certainly not with the people-first mindset that brings success. Each chapter offers insights and ideas that leaders can easily integrate into their everyday practices.

The final chapters emphasize that a good leader needs to be vulnerable; they stress the importance of connection and growth for both employees and leaders. Crowley challenges readers to embrace imperfection. No one knows everything, no one gets it right every time, and there will always be someone smarter. By accepting those truths, leaders can foster a culture of learning, collaboration, and trust rather than feeling threatened by them.

The book includes thought-provoking discussion questions for each chapter to deepen reflection and understanding while serving as a valuable tool for group discussions and actionable steps to foster well-being.