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The Three Signs of a Miserable Job: A Fable for Managers (and their employees)

4.1  ·  Rating details ·  3,036 Ratings  ·  321 Reviews
In this, his sixth and most anticipated fable, New York Times bestselling author Patrick Lencioni takes on his most universal and human topic to date: misery at work. In doing so, Lencioni presents a revolutionary yet simple model for making any job more rewarding and fulfilling.

Lencioni tells the unforgettable story of Brian Bailey, an abruptly retired executive searching
Audio CD, 5 pages
Published August 17th 2007 by Random House Audio (first published January 1st 2007)
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Feb 28, 2011 rated it it was amazing  ·  review of another edition
How I wish I could mail this to almost every boss I've had. The largest part is taken up by a fable which illustrates the ideas of the book, while the second part goes into more detail on how to implement the ideas and what they really mean. The three signs are:

1. Anonymity
2. Irrelevance
3. Immeasurement

1. Anonymity

All human beings need to be understood and appreciated for their unique qualities by someone in a position of authority. People who see themselves as invisible, generic, or anonymous c
We are using this book in a leadership team meeting this fall to promote discussion among company leaders about their role in employee satisfaction, and eventually, the bottom line.

This is a quick read -- set up as the "fable" of Brian Bailey - a skilled, natural manager who rises to the top and understands people at all levels. As a young leader, Brian takes a small exercise equipment company from mediocre performance to the top of the industry. However, when he's forced to sell the company, h
Marian Willeke
Jan 24, 2014 rated it really liked it  ·  review of another edition
Recommends it for: Any manager
Shelves: non-fiction, business
Having just taken a position that oversees a team, I knew intrinsic motivation would be key for each of them to experience a successful outcome. As such, I took to heart the recommendation to read this book (among others). While reading is enjoyable for me, I was surprised with my swallowing this book whole within 24 hours, post-it notes being scribbled as I went through, accidentally identifying the first two signs before I knew that that they were the official signposts to turning around miser ...more
Nov 09, 2016 rated it really liked it  ·  review of another edition
Not a particularly compelling narrator, but I enjoyed this. Mostly I just wanted an entire novel on the people in the restaurant, but I understand that the book had different goals in mind :D

Definitely some good stuff in here, and practical advice, though occasionally unrealistic approaches.
Feb 21, 2016 rated it really liked it  ·  review of another edition
Anonymity, Irrelevance, Immeasurement
Jordan Silva
Aug 15, 2017 rated it really liked it  ·  review of another edition
Another good Lencioni read.

Sometimes I listen to these books, and at the very end hear the original publication dates and try to think back to where I was when the book was written, and wonder how things might be different had I read it then instead of now (a decade later). Books like this one might have changed a lot of things, but at the same time, it is possible I just wouldn't have gotten the message back then.

The TL;DR of the book is your employees want to know you care, want to know what
Phil Meyer
May 31, 2017 rated it it was amazing  ·  review of another edition
Shelves: business
Enjoyed this short read about employee fulfillment or the lack thereof. Lencioni's model is very similar to the Self-determination theory model (Autonomy - Control of your time, Competence - refers to mastery of unambiguously useful things, and relatedness - the feeling of connection to others.) but replaces autonomy by essentially splitting relatedness into two parts 1) being known and 2) relevance.

People cannot be fulfilled in their work if they are not known. All human beings need t
Jan 15, 2017 rated it really liked it  ·  review of another edition
I wasn't expecting to like this book as much as I did. It's a book on business management principles, but written as a story with fictional characters. Once I got over the fact that it's just a story and not literature, I liked it more. It was easier to read than straight-up theory. Best part is that the message of the book is fundamentally to treat your employees like human beings: know them, remind them how they matter, and help them to figure out how to measure their growth.
In his sixth fable, bestselling author Patrick Lencioni takes on a topic that almost everyone can relate to: the causes of a miserable job. Millions of workers, even those who have carefully chosen careers based on true passions and interests, dread going to work, suffering each day as they trudge to jobs that make them cynical, weary, and frustrated. It is a simple fact of business life that any job, from investment banker to dishwasher, can become miserable. Through the story of a CEO turned p ...more
Sep 22, 2012 rated it really liked it  ·  review of another edition
I didn't read this book to find out if I have a miserable job. I read it to find out if the people I supervise have one. This book is clearly written for managers, etc. even though it claims to be useful for other employees. The moral for non-supervisors: try to not work at a miserable job!

This was my first Lencioni book and I was pretty surprised. You could fit the practical content onto about 15 pages or so. The rest of the book is a story, which serves as an extended parable demonstrating the
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Madison Mega-Mara...: The Three Signs of a Miserable Job 1 2 Jun 05, 2012 05:37PM  
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Patrick Lencioni is a New York Times best-selling author, speaker, consultant and founder and president of The Table Group, a firm dedicated to helping organizations become healthy. Lencioni’s ideas around leadership, teamwork and employee engagement have impacted organizations around the globe. His books have sold nearly three million copies worldwide.

When Lencioni is not writing, he consults to
More about Patrick Lencioni...
“. . . his biggest problem was his need for a problem.” 7 likes
“Because people who aren't good at their jobs don't want to be measured, because then they have to be accountable for something. Great employees love that kind of accountability. They crave it. Poor ones run away from it.” 1 likes
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