Nine Lies about Work: A Freethinking Leader's Guide to the Real World. Marcus Buckingham, Ashley Goodall
Nine-Lies-about-Work-A.pdf
ISBN: 9781633696303 | 256 pages | 7 Mb
- Nine Lies about Work: A Freethinking Leader's Guide to the Real World
- Marcus Buckingham, Ashley Goodall
- Page: 256
- Format: pdf, ePub, fb2, mobi
- ISBN: 9781633696303
- Publisher: Harvard Business Review Press
Free audio books no download Nine Lies about Work: A Freethinking Leader's Guide to the Real World by Marcus Buckingham, Ashley Goodall (English literature) iBook 9781633696303
Overview
Nine Lies about Work: A Freethinking Leader's Guide to the Real World by Marcus Buckingham, Ashley Goodall 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 Leadership and Team Intelligence head Ashley Goodall show in this provocative, inspiring book, there are some big lies--distortions, faulty assumptions, wrong thinking--running through our organizational lives. Nine lies, to be exact. They cause dysfunction and frustration and ultimately result in a strange feeling of unreality that pervades our workplaces. But there are those who can get past the lies and discover what's real. These are freethinking leaders who recognize the power and beauty of our individual uniqueness, who know that emergent patterns are more valuable than received wisdom, and that evidence is more powerful than dogma. With 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 matters most; that we need less focus on top-down planning and more 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 attention. This is the real world of work. If you embrace each person's uniqueness and see this as key for all healthy organizations; if you reject dogma and engage with the real world; if you seek out emergent patterns and put your faith in evidence, not philosophy; if you thrill to the power of teams--if you do all of these, then you are a freethinking leader, and this book is for you.
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