Nine Lies About Work: A Freethinking Leader’s Guide to the Real World
How do you get to what's real?
Your organization's culture is the key to its success. Strategic planning is essential. People's competencies should be measured and their weaknesses shored up. People crave feedback.
These may sound like basic truths of our work lives today. But actually, they're lies. As strengths guru and bestselling author Marcus Buckingham and Cisco Leader...more
More lists with this book...
The following are my notes (words in [
1. People care which [
2. The best [
But I'm bummed about how they overreact on the solution. They get caught up in their rhetoric and throw about the baby with the bathwater.
Example, leadership is hard to define and many of our great leaders didn't have all the traits we would say a good leader has--so, they say, there must ...more
According to the book following are the nine of the most prevalent lies about work and the truth behind them:
1. Myth - Company culture impacts employee retention.
Research shows that employees actually care more about the teams they belong to than the companies they work at.
2. Myth - Planning is essential.
The world moves too fast for plans—a better strategy is to regularly provide teams with the best, most up-to-date information possible.
3. Myth - Goals stimulate better employee performances.
Reasons to avoid reading the book
1. Can be summarised in a page - serious readers wishing some take away please wait for book summaries to spout up in the net, read from there
2. Provides no new insight - its a mish mash of few professionals deciding on topics of interest and writing essays with sprinklers of weird real life analogies and examples
3. The book has a lot of built-in-distractions that deviate you from the flow. Sudden jargons will sprout to simply validate the origin o ...more
The book has 9 parts:
1. People join companies, but leave teams. The theory is that while people care for the company they join, what it stands for, culture, values etc. the biggest part of their experience is their team. Yeah, kinda true, but also true of managers. And depending on the role, multiple teams really.
2. Focus o ...more
I was not taken by the style. Not all the "lies" were truly eye-opening, but in general I love the battle against de-humanizing people.
I know we all believe that what is measured can be managed, but with people it is not as easy as organizations want it to be.
My favorite thought:
Forget about someone's potential (hard to assess, hard to measure), focus on the momentum (where they are, how they grow, wha ...more
This book is for you if you believe that
- people care about which company they work for
- the best plan wins
- the best companies cascade goals
- the best people are well-rounded
- people need feedback
- people can reliably rate other people
- people have potential
- work-life balance matters most
- leadership is a thing
because none of this is true when taken from different p ...more
a mixture of quotes and [notes]:
8 Things that predict highest performing teams
1) I am really enthusiastic about the mission of my company.
2) At work I clearly understand what is expected of me.
3) In my team I am surrounded by people who share my values
4) I have the chance to use my strengths every day at work
5) My teammates have my back
6) I know I will be recognized for excellent work
7) I have great confidence in my company's future
8) In my work I am always ch ...more
The observation was "that “the technological advances and management strategies that worked to propel productivity in the past have been fully implemented and are no longer contributing to productivity. From: The Leader’s Guide to Corporate Culture, Harvard Business Review ...more
Actually there is much more than five lies. There were definitely thought-provoking ideas in this book but it felt a bit unpolished. Maybe I was also unimpressed by the selection of real-life examples from organizations (Cisco was the most commonly used case study reference).
1. People care which team (NOT compan ...more
Lie #1: People care which Company they work for. While people might care which company they join, they don’t care which company they work for. Once they’re there, they care which team they’re on. How an individual interacts with immediate colleagues – trumps company and uniform culture every time. (which would confirm ...more
Most of us buy unthinkingly into the competencies frameworks, the 360-degree feedback, the importance of company culture and the 90-day plan. It's so woven into our understanding of how organisations work that we see them as necessary, ...more
The 8 survey questions form the basis of the content of the book. The 4 We questions that relate to belonging to a team and 4 Me questions that relate to our individualistic need to stand out or to be spiky in the books lingo. The combination of the dual needs of belonging to a team or a village or community as well as the need to stand out and be recog ...more
I wouldn’t consider it life-changing so 4 stars.
Here are my raw highlights - at least the ones I felt I should stop what I was doing and write them down.
Focus on your strengths. What strengths do you have to give you an unfair advantage over your competitors? Managers need to focus on outcomes and put their direct reports on what out ...more
A lot of the ideas will feel intuitive after you read this book (and you should), but are completely ...more
This is a great book and one of the best management books I’ve read in awhile. It definitely makes you think about the ‘lies’ of management versus the ‘truths.’ I won’t share the truths because I don’t want to spoil it BUT the lies we have been told to believe:
1.) People care what company they work for
2.) The best plan wins
3.) The best companies cascade goals
4.) The best people are well rounded
5.) People want feedback
6.) People can reliably rate other people
7.) People have potent ...more
In the last chapter, the authors use an illustration in the life and work of Martin Luther King Jr, which i listened to this morning. Given the news yesterday regarding Breonna Taylor’s murderer, the illustration was deeper and even ...more
The chapter I know I'll be ruminating on for a long time is about rating people. I've long thought that employee reviews are bullshit, and this chapter lays out WHY they're bullshit, and how we can fix them. I know there's no chance in hell my organization will move to rating in the way this book suggests, but I'm hoping to at least change how *I* do it.
Anyway, I do recommend this for people who like reading management books. ...more
It's a complex question, one that intrigued Cambridge-educated Marcus Buckingham so greatly, he set out to answer it by challenging years of social theory and utilizing his nearly two decades of research experience as a Sr. Researcher at Gallup Organization to break through the preconceptions about a ...more