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In Attract or Repel, seasoned CEO and expert consultant Walt Brown shares his groundbreaking seven-question survey to definitively measure your company's BITE... and how to turn those seven questions into seven promises to create an environment where employees thrive and contribute to your company's success. An essential guide to building a healthy and prosperous organization, Attract or Repel will help you: Measure organizational health, intentional culture, initiative, and quiet quitting; Engage remote employees; Attract the best candidate for a job despite labor shortages and talent wars; Optimize and elevate your people for a competitive and engaged workforce. More than a management philosophy, Attract or Repel is about how you define what you want, create a powerful work culture, and empower your people to keep it going. This book will show you how to get the most out of your organizational operating system (OOS) -- whether it's developed organically, or imported from systems like EOS, 4DX, Rockefeller Habits, Scaling Up, Pinnacle, Holacracy, and others. If you can measure your organizational health, you can take action. 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The Who, in our model is the Individual Contributor who is moved toward cognizance via Sullivan's Impact Filter which basically outlines the Purpose of the Position the IC is getting ready to take on. \u003cp\u003e\u003c\/p\u003eThe old question, like the classic Organizational Chart, gets to something vital, but in a way that misses the ever more complicated reality of 21st century organizations. Not only has Who is doing what? turned into an incredibly complex question, What am I doing and why? has become a painfully difficult one for workers to answer. \u003cbr\u003eMy goal here is to provide an approach and a set of tools that allow both leaders and Individual Contributors (ICs) to answer these extended Drucker questions honestly and completely. My aim is fourfold: \u003cbr\u003eTo help people understand organizational complexity - the messy complicated reality, not the neat simplicity portrayed in Org Charts. \u003cp\u003e\u003c\/p\u003eTo provide a clear foundation for working within this complexity by supplementing your thinking with a 21scentury Organizational Cognizance Model. \u003cp\u003e\u003c\/p\u003eIntroduce a software approach to augment your 2-D Org Chart with a dynamic, interactive 3-D Organizational Graph that allows one to capture and visualize the complex. \u003cp\u003e\u003c\/p\u003eFinally, to provide thinking tools and facilitation examples that help organizations get buy-in, build clarity, transparency, and, ultimately, Organizational Cognizance into their companies. \u003cp\u003e\u003c\/p\u003eWhat is Organizational Cognizance? As anyone familiar with the word cognizance might guess, it has lots to do with awareness and knowledge, but my use of the term also hearkens back to an earlier definition related to concepts of belonging and connectivity. In the days of knights and heraldry, a cognizance was a distinguishing mark or emblem worn by retainers, members of a noble house, to indicate their firm allegiance to it, a sign of their belief, a sign that they belonged, fit, and were connected. \u003cp\u003e\u003c\/p\u003eOrganizational Cognizance is about building awareness and knowledge for Individual Contributors and helping them, their fellow team members, and leaders to understand precisely how they are connected to others and to the organization at a fine level, where they fit and how they belong. 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