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This chapter is excerpted from ‘Positive Management: Increasing Employee Productivity'. There is a myth in American and other first-world business cultures that being tough and unreasonable are keys to extracting high productivity from employees, but profound economic, demographic, and cultural change are creating a workplace where that myth can no longer be believed. People who are hard to work for will face increasing difficulty in finding top-quality employees, especially highly educated ones. If your organization has this problem, it could seriously hamper the accomplishment of strategic objectives. This book explains how to use positive management (PM) as an organization-wide strategy to motivate employees, increase productivity, and accomplish organizational goals by creating upbeat and dignified relationships in the workplace. It covers the use of PM in a variety of situations, including difficult and negative ones, to achieve higher employee commitment and motivation, to lower communication inefficiencies, and to reduce absenteeism and turnover. The following is an overview of the book’s contents: Chapter 1: Why PM is needed, productivity and sustainability, and PM needs assessment; Chapter 2: Organizational productivity broadly defined, including its relationships to employee satisfaction and happiness; Chapter 3: The many negatives of negative management and why it must be removed from organizations; Chapter 4: What PM is and where it came from; Chapter 5: Why PM is needed, focusing on productivity and value creation; Chapter 6: How and why PM motivates employees; Chapter 7: PM’s relationship to organizational culture, focusing on the role of trust in the workplace; Chapter 8: Answers to tough questions about the implementation and practical use of PM; Chapter 9: PM and decision making; Chapter 10: Specific steps to increase positivity in the workplace; Chapter 11: Examples of organizations with successful PM strategies. The target audience for this book is experienced middle and upper managers in larger organizations and owners/general managers of smaller ones. It can be useful to students of management or those who are just starting out, but its framework is best understood by those who have firsthand experience with supervising managers and line employees over an extended period.