- Hardcover: 256 pages
- Publisher: Harvard Business Review Press; Leaders Guide edition (1 May 2019)
- Language: English
- ISBN-10: 1633696308
- ISBN-13: 978-1633696303
- Product Dimensions: 15.2 x 2.5 x 24.1 cm
- Boxed-product Weight: 522 g
- Average Customer Review: Be the first to review this item
- Amazon Bestsellers Rank: 630 in Books (See Top 100 in Books)
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Nine Lies About Work: A Freethinking Leader's Guide to the Real World Hardcover – 2 Apr 2019
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One of the Financial Times "Business Books of the Month"
Named a Bloomberg Businessweek pick
Named one of "14 business books everyone will be reading in 2019" by Business Insider
Named one of "10 Leadership Books to Watch for in 2019" by the Washington Post
Named one of "10 Business Books You Need to Read in 2019" by Inc. magazine
Named one of "The 19 New Leadership Books to Read in 2019" by Adam Grant on LinkedIn
"leads to some free thinking about the way we do our jobs and how we can approach what we do in a different way." -- Financial Times
"If a business book teaches me something new--and offers a fresh perspective on leadership--then I know it's a rare find in the category. Nine Lies About Work is just such a book. It's so thought provoking, I contacted the authors to speak with them directly." -- Forbes
"...should be on every boss's bookshelf." -- Management Today
"a stimulating, no-nonsense, research-based look at things you likely believe that aren't true - and how to apply the new findings." -- The Globe and Mail
"The act of work is human. Leading and following and working together is about human interaction and human relationships. The workplace, and the marketplace beyond it, is about emotions and attention and the desire to be seen. It is about trust and, yes, it is about love. I am always grateful to be reminded of that, to see it again clearly, to have it acknowledged. Nine Lies About Work is a great reminder, and a great guide." -- 800 CEO READ
"Give a copy of this book to everyone in your organization who's leading a team and make it essential reading." -- The Hamilton Spectator
"If you're looking for a refreshing read that challenges the conventional wisdom of the business world, this is a book for your shelf." -- TD magazine (Association for Talent Development)
"There is much we can learn about managing and leading our schools from its pages." -- Inside Higher Ed
Advance Praise for Nine Lies About Work
In today's complex world, we instinctively seek simplicity. But in many cases, it's easier to lie to ourselves than it is to face the harsh reality--to see more of what want to see than how things really are. In Nine Lies About Work, Marcus Buckingham and Ashley Goodall shine a light on just how dangerous those lies can be, especially in the context of our careers. Combining engaging stories about the modern workplace with nuanced quantitative analysis, Nine Lies About Work debunks the myths that surround leadership, planning, and balance in the corporate world. Everyone who reads this book is sure to be a better employee, but more importantly, a better leader. -- Gen. Stan McChrystal (Ret'd), United States Army
About the Author
Marcus Buckingham is a global researcher and thought leader focused on unlocking people's strengths, increasing their performance, and pioneering the future of how people work. He is head of all people and performance research at the ADP Research Institute and the author of several bestselling books, including StandOut 2.0: Assess Your Strengths, Find Your Edge, Win at Work (Harvard Business Review Press).
Ashley Goodall is Senior Vice President of Leadership and Team Intelligence at Cisco. Previously he was Director and Chief Learning Officer, Leader Development, at Deloitte. He is the coauthor, with Marcus Buckingham, of "Reinventing Performance Management," the cover story in the April 2015 issue of Harvard Business Review.
Change the world of work. Join the coalition: freethinkingleader.org
Author social media/website info:
Buckingham: tmbc.com/, @mwbuckingham
Goodall: linkedin.com/in/ashleygoodall/, @littleplatoons
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With regard to the book's title, they explain, "We could call these things 'misconceptions' or 'myths,' or even 'misunderstandings,' but because they are pushed at us so hard, almost as if they're used to steer us away from the world as it truly is, we'll call them 'lies.'" A freethinking leader "knows that the only way to make the world better tomorrow is to have the courage and wit to face up to how it really is today."
We all know that there have been several major changes in the traditional workplace in recent years. Just as there are significant implications for individuals (Marcus Goldsmith suggests "What got you here won't get you there"), there are also significant implications for organizations, whatever their size and nature may be. Traditional assumptions need not be "lies" literally. Rather, they could be well-entrenched organizational habits, such as the chains that Warren Buffett characterizes as "too light to notice until they are too heavy to break." As indicated, Buckingham and Goodall focus on nine of them. They have much of great practical value to say about "how it really is today," devoting a separate chapter to each of the "lies."
This book ALSO has two especially valuable appendices. First, "The ADPRI's Global Study of Engagement" co-authored by Mary Hayes, Frances Chumney, Corinne Wright, and Buckingham who share the results of nineteen-country study that measured the relative levels of engagement in each country, "and to identify the conditions at work that are most likely to attract and keep talented employees." (See Pages 237-245) Next, "Seven Things We know For Sure at Cisco" co-authored Roxanne Bisby Davis and Goodall (247-260) in which they discuss the characteristics of Cisco's best teams as well as "the relationship between attention and performance, the relative importance of team and company in our experience of work, and much more." They focus on the seven highlights of what they have discovered so far.
The best business books are research-driven and that is certainly true of this one. Few of Marcus Buckingham and Ashley Goodall's insights are head snappers. However, most of them repudiate assumptions about today's workplace culture that are either obsolete or flat-out wrong.
One of the greatest challenges that leaders now face is changing how they think about change. What got their organizations here won't even allow them to remain here, much less get to there, whatever and wherever "here" and "there" may be in today's global marketplace. There are no guarantees that how it really is now will remain true...and that's no lie.
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