Clare's Reviews > Why Work Sucks and How to Fix It: No Schedules, No Meetings, No Joke--the Big Idea That's Already Transforming the Way We Work
My rating:
Why Work Sucks and How to Fix It: No Schedules, No Meetings, No Joke--the Big Idea That's Already Transforming the Way We Work
by Cali Ressler, Jody Thompson
by Cali Ressler, Jody Thompson
I liked this book, but ended up wanting a bit more from it...
The book provides a very compelling argument as to why the current system of work/performance (largely based on time) is broken and the advantages of ROWE (Results-Only Work Environment). But for me, this was really preaching to the converted... I first read about ROWE on Tim Ferris' blog (I think) and was attracted to the concept right away. I completely agree that work (and associated remuneration and performance measurement) should be based on value created rather than hours spent in an office.
But where I thought the book fell short (and where I personally wanted more) was in relation to helping managers and their staff manage solely on the basis of results. The book (pg 129-130) suggests that 'ultimately a ROWE is not a test of the employees, it is a test of the manager' and asks 'Can they [managers] do their jobs communicating expectations and holding people accountable? Can they develop systems to get the information they need without doing it through drive-bys or fire drills?'. As a new-ish manager seeking to implement a more results-based performance culture in my team (a full ROWE is not something within my control) I would have appreciated some more guidance/ideas/tips on setting, communicating and measuring performance expectations, and providing feedback.
The book provides a very compelling argument as to why the current system of work/performance (largely based on time) is broken and the advantages of ROWE (Results-Only Work Environment). But for me, this was really preaching to the converted... I first read about ROWE on Tim Ferris' blog (I think) and was attracted to the concept right away. I completely agree that work (and associated remuneration and performance measurement) should be based on value created rather than hours spent in an office.
But where I thought the book fell short (and where I personally wanted more) was in relation to helping managers and their staff manage solely on the basis of results. The book (pg 129-130) suggests that 'ultimately a ROWE is not a test of the employees, it is a test of the manager' and asks 'Can they [managers] do their jobs communicating expectations and holding people accountable? Can they develop systems to get the information they need without doing it through drive-bys or fire drills?'. As a new-ish manager seeking to implement a more results-based performance culture in my team (a full ROWE is not something within my control) I would have appreciated some more guidance/ideas/tips on setting, communicating and measuring performance expectations, and providing feedback.
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Stephen wrote: "Why 3/5? I was keen to read this. Maybe not so much now..."I liked it, but wanted a bit more from it... The book provides a very compelling argument as to why the current system of work/performance (largely based on time) is broken and the advantages of ROWEs (Results-Only Work Environments). But where I thought the book fell short (and where I personally wanted more) was in relation to helping managers and their staff manage solely on the basis of results... setting, communicating and measuring performance expectations, providing feedback etc.
