{read online Lesening} Nine Lies about Work: A Kostenlosthinking Leader's Guide to the Real WorldAutor Marcus Buckingham – Avengersinfinitywarfullmovie.de

Forget what you know about the world of workYou crave feedback Your organization s culture is the key to its success Strategic planning is essential Your competencies should be measured and your weaknesses shored up Leadership is a thingThese 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 Leadership and Team Intelligence head Ashley Goodall show in this provocative, inspiring book, there are some big lies distortions, faulty assumptions, wrong thinking that we encounter every time we show up for work Nine lies, to be exact They cause dysfunction and frustration, ultimately resulting in workplaces that are a pale shadow of what they could beBut there are those who can get past the lies and discover what s real These freethinking leaders recognize the power and beauty of our individual uniqueness They know that emergent patterns are valuable than received wisdom and that evidence is powerful than dogmaWith engaging stories and incisive analysis, the authors reveal the essential truths that such freethinking leaders will recognize immediately that it is the strength and cohesiveness of your team, not your company s culture, that matter most that we should focus less on top down planning and on giving our people reliable, real time intelligence that rather than trying to align people s goals we should strive to align people s sense of purpose and meaning that people don t want constant feedback, they want helpful attentionThis is the real world of work, as it is and as it should be Nine Lies About Work reveals the few core truths that will help you show just how good you are to those who truly rely on you


10 thoughts on “Nine Lies about Work: A Freethinking Leader's Guide to the Real World

  1. Francis Shaw Francis Shaw says:

    I enjoyed this book It rightly challenges long held beliefs about performance, feedback, and engagement In my own experiences with managing teams I support their notion of the importance of attention and the book should be updated every few years as new lies appear Would love to see the authors tackle other related areas, such as the effects of identifying low hanging fruit verses it s impact and the inability of team leaders to manage their teams effectively because team management is often an extra duty and not the primary focus of their roles E.g they often have an actual job with little time to actively support and develop a team.


  2. Marko Cadez Marko Cadez says:

    Finally back to the roots If you are overkilled with all that organizational multibillion business of performance assessments, competence assessments, 360 degree assessments.this book restores you to default settings It is structuring 9 lies we are living every working day People care 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 liefe balance matters Leadership is a thing But then a definition of a lie it is about theoretical concept behind Concept of misleading belief that we can set exact objective one size fits all tools for human diversity, complex inter personal interactions, joy, recognition seeking drive or moving people to follow Great thing is that this book is going beyond this concepts bringing us to real mechanisms behind.


  3. Aurelien Aurelien says:

    definitely part of the best of 2019, and most likely than that.This book is refreshing as it goes over dogma that the business world holds and that are simply not true working I personally appreciated a lot this book and few others like this one that presents discusses evidence in the form of scientific experiments and not just uses one personal story to make a point and presumably derive the truth.A must read for business people.


  4. entrecielos.co-Kunde entrecielos.co-Kunde says:

    the perceived truths about work that you might think are just so Most of us learned early through our family and education that it is important to become a well rounded human being Yes, the A in Geography is great but how about that C in English that we have to work on And don t I get the best out of my employees when giving them really smart goals that they can aim for and regular performance feedback on the way Marcus Buckingham and Ashley Goodall have been researching performance and engagement for years and are now calling out lies that most of us have accepted as truths for years agreed, some had felt weird for a while but then, everyone else was doing it the same way.What they are proposing in Nine Lies about Work is nothing short of a paradigm shift on how we look at human beings and their engagement at work Their strong focus lies on human uniqueness and that harnessing that uniqueness will help us unlock happiness and success in the post industrialized, digitized world of work Using real world examples from companies like Chick Fil A and Ashley Goodall s Cisco the book makes an entertaining and yet convincing case to take a second look at long trusted things like competency models, feedback as a gift, performance ratings, developing oneself to become well rounded and expecting leaders to be a one size fits all path to engagement and performance What I am waiting to hear now is to hear about what each of us can now actually do to drive these new concepts at work and in life.Personally, as an employee and HR professional I finished the book relieved, inspired and excited about this next phase of work Relieved because the concepts feel very humane and liberating after years of a somewhat dehumanizing way of discussing work, performance and the staff Inspired because these new truths open the door to reinventing leadership and Human Resources Excited to find out where harnessing my own uniqueness might lead me.


  5. olaf olaf says:

    Nothing revolutionary, nine chapters of which some show an interesting approach to certain topics while others state the obvious Probably it should have been 5 lies about work, not 9 as it feels like some topics were a struggle to turn them into whole chapters


  6. Jeff Weigh Jeff Weigh says:

    An excellent thought provoking read Challenging some pre conceived ideas and views.Particular enjoyed the sections on leadership, talent potential and work life balance.We live in a world determined by the narrative that we read and tell ourselves.A welcome reminder that not everything we know and believe is true.


  7. Jen Jen says:

    This is quite simply the best book on work I have ever read It engagingly and meticulously destroys the lies that continue to plague the modern work place, and gives concrete steps that could transform our working lives and the corporate world for the better An urgent, important, powerful book that I just cannot recommend highly enough.


  8. Russell of Southgate Russell of Southgate says:

    Sane, wise and well written Love this book.


  9. Tushar khosla Tushar khosla says:

    The book critiques the operating assumptions behind popular HR practices and how these flawed assumptions, affects the quality of outcomes that most organizations seek be it greater productivity, service excellence, leadership bench strength or engaged workforce Let us consider the assertions made in the book, on the basis of experiments done at CISCO and also taking inputs from research elsewhere 1 People care for the Mission of the company and its Future..The talk about company culture is good to convey some of the beliefs to outside world and helps attract the right fit among the potential employees Once in, the most employee cares about is the team he works with its shared values, practices and mutual trust Author suggests taking team as unit of analysis for diagnosis, and interventions often than is prevalent today This would allow for greater insights and nuanced intervention designs which would off course involve team leader at its core.2 Best crafted plan rarely wins, as it is based on fleeting reality and general assumptions and expects adherence by team members who know that realities are continually changing Plans often dictate sequencing of activities and timings, resources allocation, and member roles, which bring in certain structure and predictability in the execution To keep plans relevant, companies do undertake periodic revisions at regular intervals Alternately, author talks about broad plans that are detailed on weekly basis and primarily driven by sharing of intelligence and data among all and relying on users ability to make sense of the data or new intelligence Weekly check by team leader leads to 13% increase in team engagement while monthly check in decreases engagement 3 Basic assumption behind emphasis on top down cascading of goals, is that the deficit in performance is on account of misaligned efforts and actions by the team Is it really so Goals are seldom able to influence performance, although they help predict performance at aggregate level Associated with the goal exercise is the calendar based tracking and evaluation system which has some obvious limitations Author professes the need to align meaning, purpose, mission across the organization hierarchy and teams instead of only goals for enhancing the engagement level among teams.4 While competencies framework aims to create well rounded managers and templated leaders, the excellence comes from people who have spiked personalities with clearly supreme abilities and associated idiosyncrasies High performers understand their unique and distinct skills and cultivate these skills intelligently If leaders are in outcome providing business, should find ways to exploit team members uniqueness and not make each to focus on personal deficits Competencies profiling at team levels may be a better option.5 Ability to provide negative feedback is an important skill and that employees finally gain from such candid feedback goes the prevailing corporate wisdom Neurologically speaking, we are comfortable in learning in areas, where we are already good People gain lot , if they are interrupted when they deliver their best, help them analyze their own flow and push them to extend that state in other new and adjacent areas Do not confuse social media behavior of the millennium as need for feedback for improvement, it is for attention and positive reinforcement.6 Rating others objectively on abstract parameters like business acumen, suffers from various limitations including raters own bias, limited data availability and often lack of shared meeting of the term being evaluated Decisions based on such flawed assessments about someones potential are questionable And if the errors are systemic, then averaging assessments of multiple raters won t help Author suggest that to make the data about people reliable, valid and variable, questions needs to be reframed in a way that managers respond basis their experience and intend then overall raring the person Instead of asking how collaborative person is, ask how comfortable team feels when he is the part of the team How often you ask a team member for suggestion instead of rating member on his innovation competency 7 Is potential a trait in a person with which one is born or a state, which is an outcome of what he has learnt and experienced before And if potential is linked to learning and performing, then each has its own areas where he can be better at and none of us can rewire our brain to be excel at everything As value maximization machines, organizations need to extract maximum potential from all then only from those in labeled Hi Po Authors suggest that instead of potential, we should look at individual momentum, which included his inherent strength as mass, and learnt skills and experiences as velocity with defined direction which allows individual to herald with certain momentum in one directions than another This allows for constructive dialogue around selecting appropriate career paths that capitalizes on the current momentum of an individual.8 Work is inherently bad and you get compensated for indulging in work and that compensation help you live life is the prevailing assumption behind the work life balance dialogue Not all work is boring and not everyone finds excitement in the work in a particular way Everyone may love some dimension of his work, that component needs to be consciously enhanced and interspersed, so that everyone can get to spend time in love with work Instead of get work done through people, get people discover self through work 9 Leadership is best described in terms of felt experience of followers on their ability to be collective and individual best, when associated with a particular leader Leading isn t a set of characteristics but a series of experiences seen through the eyes of followers. Leaders are not followed for they have no faults or gaps but they have something unique and deep that we value And as followers, we are fairly forgiving to the flaws of a leader, so long as he brings confidence and certainty to us on the dent of unique and personal mastery.Authors, through this provocative book tried to bring forth the flaws in our ways of thinking and managing people growth and performance challenges at workplace, by labelling them a lies They have also provided alternate truism against each lie, and to some extent also shared ways to manage basis the alternate trues.At the core, author wants organizations to give recognition to individual uniqueness then template driven predefined clustering of employees use teams as unit of analysis and intervention often than individuals and organization introduce life in work and stop developing perfect leaders.Sane advice, worth remembering, always


  10. Carole Edmond Carole Edmond says:

    The book you wish you d had the first time you were given leadership responsibility.