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 two Harvard Business Review cover stories, "Reinventing Performance Management," in April 2015 and "The Feedback Fallacy," in March/April 2019.
Forget what you know about the world of work
You 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 thing.
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--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 be.
But 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 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 matter most; that we should focus less 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, 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.
##邏輯清晰,有理有據有乾貨。
評分 評分##[Nine Lies About Work] 如果你是一個領導,你應該如何幫助你的手下成長。 人不是機器。機器可以操作可以修可以放著不管,而人,是需要管理的。好領導不但能用現成的人纔,還能讓人在他的手下進步。 說到成長和進步,我們第一反應就是“刻意練習”。刻意練習有個關鍵部分是即時...
評分 評分雖然書名是“工作謊言”,但這本書更多的是破解我們很多習以為常的慣性誤解。我們隻有不被這些慣性誤解綁架,纔能在職場中有更好地發展。 重點摘要: 誤解一:人們很在乎自己是為哪個公司工作 事實:人們在乎的是自己在哪個團隊工作,因為具體工作都發生在團隊之中。 很多人在...
評分##[Nine Lies About Work] 如果你是一個領導,你應該如何幫助你的手下成長。 人不是機器。機器可以操作可以修可以放著不管,而人,是需要管理的。好領導不但能用現成的人纔,還能讓人在他的手下進步。 說到成長和進步,我們第一反應就是“刻意練習”。刻意練習有個關鍵部分是即時...
評分##以詳實的數據和邏輯,迴答瞭一個睏惑我良久的問題——「公司內部每天那麼多人忙活的事情真的有價值有效益嗎?有為公司的發展貢獻力量嗎?還是僅僅隻是瞎忙活?」答案大概會齣乎意料——No! 事實是:1. 人們更在乎所在團隊,而非公司。2. 最好的信息和情報纔能取得勝利,而非計劃。3. 工作的動力是意義,而非目標。4. 最好的人纔是專纔(極端優秀),而非通纔。5. 人們需要的是關注,而非反饋。6. 可靠的評價基於體驗,而非互評。7. 每個人都有潛力,而非一分為二。8. 工作最重要的是熱愛,而非工作與生活平衡。
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