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Nine Lies About Work: A Freethinking Leader’s Guide to the Real World

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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 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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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 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.

30 review for Nine Lies About Work: A Freethinking Leader’s Guide to the Real World

  1. 4 out of 5

    Brian Kramp

    This is a well-written book by an author whose work I've read before. First, Break All the Rules: What the World's Greatest Managers Do Differently is on my favorites list. The following are my notes: 1. People care which company team they work for. Because that's where work actually happens. 2. The best plan intelligence wins. Because the world moves too fast for plans. 3. The best companies cascade goals meaning. Because that's what they all share. 4. The best people are well-rounded spiky. Bec This is a well-written book by an author whose work I've read before. First, Break All the Rules: What the World's Greatest Managers Do Differently is on my favorites list. The following are my notes: 1. People care which company team they work for. Because that's where work actually happens. 2. The best plan intelligence wins. Because the world moves too fast for plans. 3. The best companies cascade goals meaning. Because that's what they all share. 4. The best people are well-rounded spiky. Because uniqueness is a feature not a bug. 5. People need feedback attention. Because we all want to be seen for who we are at our best. 6. People can reliably rate other people their own experience. Because that's all we have. 7. People have potential momentum. Because we all move through the world differently. 8. Work-life balance Love in work matters most. Because that's what work is really for. 9. Leadership is a thing We follow spikes. Because spikes bring us certainty. Decisions Information used to be shared by individuals and decisions made by leaders. Now it’s the opposite. Information needs to be shared by leaders with decisions being made by individuals. Leadership It’s more important to get team members the information they need then it is to craft a perfect leadership message. You can’t manufacture or fake leadership, then you fail at authenticity. Best companies don’t cascade goals they cascade meaning. Not all leaders create leadership in exactly the same way, which makes it very hard to be measured. He says that the best definition of a leader is someone who people are following. It’s easier to measure followers than leaders. Management Everyone should have a one on one every week with their manager as a check in with two questions asked. 1. What are your priorities for this week? 2. How can I help? The check in can be as short as 10 to 15 minutes. Every week is important so that you can get into the nitty-gritty details. Turn peoples uniqueness into a feature. Identify times when people are demonstrating strengths and ask them about it. You cannot create excellence by fixing the current problem. Find a way to weave what you love into your work. People in the same role love different aspects. Evaluations Don’t judge people on their potential, but you can evaluate their current momentum. Flip evaluations around. Instead of trying to grade people on certain attributes of their character and abilities and asking them on a scale of 1 to 5 does this person show excellence. You should figure out how to ask about information you understand such as do you regularly go to this person when you need someone to architect a solution. Then people aren't guessing on a made-up metric but they are accurately informing based on their past decisions.

  2. 4 out of 5

    Karren Hodgkins

    This book speaks to me on so many levels: as someone who worked in an International corporate environment for more than 15 years and as someone who has her own business and interacts with privately-owned businesses on a daily basis. These practices make so much sense to me and I encourage all to read this book, both leaders and followers. It’s a paradigm-shifting book that outlines exactly what we can do to improve our businesses’ performance and the lives of those who work there. Businesses who This book speaks to me on so many levels: as someone who worked in an International corporate environment for more than 15 years and as someone who has her own business and interacts with privately-owned businesses on a daily basis. These practices make so much sense to me and I encourage all to read this book, both leaders and followers. It’s a paradigm-shifting book that outlines exactly what we can do to improve our businesses’ performance and the lives of those who work there. Businesses who make these changes have just got to be the best places to work. They will be the ones that talented individuals will choose to work for. The book addresses generally accepted approaches within many companies and the authors heap up the evidence to contradict each of these, ie: they address the “Nine Lies”. Key outtakes for me: * It’s the team we are a part of, not the company we work for that matters. The role of the team leader is the most important role in any company. (So best we pay attention to the quality of our team leaders) * The people who use the information are in the best position to make sense of it, with smaller, integrated efforts, (which are adjusted as a result of the intelligence gathered) being the way to go. Regular check-ins with team members are essential to retaining (increasing) their engagement * We need to set our own goals for them to have any value, goals cannot be imposed on us by others. Shared meaning and purpose can be cascaded down to create alignment but we need a,“ detailed understanding of the purpose of our work and the values we should honour in deciding how to get it done.” Leaders need to expound the WHY, then the individuals can tussle with the WHAT * Excellent performance depends on our working with our strengths daily, not on our being well-rounded. It’s the single most powerful predictor of a team’s productivity. High performers leverage their strengths and work out how to increase the impact of what they do where they already have an ability * People need to know we genuinely care about them. “Positive attention... is thirty times more powerful than negative attention in creating high performance on a team.” “If you want your people to learn more, pay attention to what’s working for them right now, and then build on that.” * We are not able to objectively assess the performance of an individual by scoring them, or their overall potential. Rather we should look to understand how a team leader reacts to the team member; how he/she feels. * We need to discuss human growth and the careers our people aspire to, and how we can help them build those careers, we can’t’ ignore who they are and their needs * “Love-in-work matters most”, ie: finding love in what we do is really important and is a critical part of what makes each one of us unique. We then need to bring this strength to our team * A leader is only a leader if they have followers. “The only determinant of whether anyone is leading is whether anyone is following’” Followership can be measured, leadership can’t. I just loved these quotes: “A leader who embraces a world in which the weird uniqueness of each individual is seen not as a flaw to be ground down but as a mess worth engaging with, the raw material for all healthy, ethical, thriving organisations: a leader who rejects dogma and instead seeks out evidence….” “... leaders cannot be in the control business and must be in the intelligence, meaning and empowerment business---- the outcomes business.” I thoroughly enjoyed this book and will reference it going forward. It’s well written with many stories to help the reader understand the principles and with detailed research supporting the arguments. With many thanks to the authors, the publishers, Harvard Business Review Press. and NetGalley for my free copy to review

  3. 5 out of 5

    Scott Wozniak

    I love how this book stretches our thinking and pushes us past the standard HR/Talent Development methods. I really, really love how it uses logic and research to point out the gaps in the existing approaches. 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 I love how this book stretches our thinking and pushes us past the standard HR/Talent Development methods. I really, really love how it uses logic and research to point out the gaps in the existing approaches. 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 not be any way to define leadership at all. So, read this book to stretch your thinking--and then ignore most of the recommendations they have for fixing the holes in the systems.

  4. 4 out of 5

    Anu

    I am a fan of Marcus Buckingham's work. I always have my teams do the strengthsfinder exercise so they are aware of what they love and can use those to go from good to great. 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 I am a fan of Marcus Buckingham's work. I always have my teams do the strengthsfinder exercise so they are aware of what they love and can use those to go from good to great. 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 on sharing intelligence rather than plans - Planning doesn't tell you where to go, it more helps you understand where you are. Goals have to be directionally correct, not set in excruciating detail. As a leader, share as much data as you can, let the team build intelligence around it and use it as they see fit. Watch and optimize. I liked this - makes a good case for openness 3. Best companies cascade meaning, not just goals - explaining why is always better than giving people goals to cascade to. True story. From MBOs to SMART goals to KPIs to BHAGs to the now trendy OKRs, they never tell the story of why, just the what. We obsess over "what" instead of explain why. Cascading meaning can be through culture(what we stand for), rituals or stories 4. Good leaders are spiky, not fully well rounded - this is a corollary to the strengths theory. Strengths are what give you joy, make you feel strong, rather than just what you are good at. Good leaders are really great at a few things and not bad at most others. It is the sum of these that matter rather than being good at everything. Each of us are unique, hone and cultivate this uniqueness, partner up with a team that can balance you out rather than trying to do that within an individual 5. People need attention, not feedback - this one was meh. While I buy the fact that positive attention is often the best catalyst to good performance, writing off negative feedback entirely renders a disservice to people. Radical candor did a better job of capturing this, in my mind 6. Managers can rate people reliably - again, this felt like overgeneralization killed the point. While the specific leading qs (would you go to this person for any difficult job? would you promote them now if you can?) were concrete tips, it didn’t generate any great insight 7. People have momentum - I liked the articulation of this. Momentum, a product of mass (strengths/traits that individuals have) and velocity (outcomes delivered thus far) as a way to describe performance trajectory rather than potential 8. Love of work matters more than work-life balance. “You’ll never feel proud of your work if you find no joy in it, your best work is always joyful work” Find ways to do more of what you love and you’ll get better at your job. Sounds like new age advice but I quite liked the practical advice around self-awareness on the job, tracking “red threads”, weaving strengths into your daily routine etc. 9. Leadership is what your followers experience, not what you do - The currency of leadership is human relationships - emotional bonds, trust, love. If you understand who you are, at your core and hone that understanding into a few special abilities, each of which magnifies your intent, your essence, your humanity, then people are inspired to follow. Overall, a great read, even if you aren’t familiar with Gallup or Marcus’ earlier work. The stories are engaging and the quotes are fun.

  5. 5 out of 5

    Alexandra

    Loved the new look at how to manage. 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 Loved the new look at how to manage. 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 challenged to grow To love the little platoon we belong to is the first principle, the germ as it were, of public affection. >>people love their team more than their company Teams simplify - they help us see where to focus and what to do. Culture doesn't do this funnily enough because it's too abstract. Teams make work real....Teams aren't about sameness... they are about unlocking what is unique about each of us in the service of something shared. Plans scope the problem not the solution... It's far better to coordinate your team's efforts in real time, relying heavily on the formed detailed intelligence in each unique teammember. Instead of cascading goals, instead of cascading instructions or actions, cascade meaning or purpose. The best leaders realize that their people are wise, that they do not need to be coerced into alignment through yearly goal setting. These leaders strive instead to bring to life for their people through meaning and purpose of their work, the missions and contributions and methods that truly matter...whereas cascaded goals are a control mechanism, cascaded meaning is a release mechanism. Many leaders set about [writing out their values] and wind up with a list of generic values such as integrity, innovation, and - god forbid- teamwork, which are about as meaningful as musak and then wonder why the whole exercise didn't make much difference . Instead apply some creativity...don't tell them what you value, show them. What do you actually want them to see and bump into at work? The everyday-ness of the feeling that your work plays to your strengths is a vital condition of high performance. Somehow on the best teams the team leader is able not only to identify the strengths of each person but also to tweak roles and responsibilities so that team-members, individually, feel that their work calls upon them to exercise their strengths on a daily basis. Beyond the obvious point that if all a company did was to become brilliant at failing in more and more ways, faster and faster, it would be, well, a failure. The truth is that large success is an aggregation of small successes and that therefore improvement consists of finding out in each trial what works, seizing hold of it, and figuring out how to make more of it. Failure by itself doesn't teach us anything about success. Just as our deficits by themselves don't teach us anything about our strengths. And the moment we begin to get better is the moment something actually works not when it doesn't. The more diverse the team members - the more weird, spikey, and idiosyncratic they are - the more well rounded the team. Competencies and all the other normative and deficit focused tools we have don't push in this direction of expressing and harnessing diversity. [when leaders get together they make ideals] These are not abilities to be measured. They are values to be shared. so we should remove from our competency models the levels of ability, the individual evaluations, the feedback, and all the other things they have become encumbered with. We should instead simplify them, clarify them, recognize them, and name them for what they are....as a tool of assessment, order, and control they're worse than useless. The truth then is that people need attention. When you give it to us in a safe and non-judgmental environment we will come and stay and play and work... [during a challenge] Ask for three things that are working. In doing that you'r epriming his mind with oxytocin [ the creativity drug]. By getting him to think about some specific things that are going right you are deliberately altering his brain chemistry so that he can be open to new solutions and new ways of thinking or acting. BTW you can be totally up front with him about what you are doing. The evidence suggests the more active a participant he is in this the more effective the technique. Next go to the past. Ask him 'when you had a problem like this in the past what did you do that worked?' [think about previous similar issues and solutions] Finally turn to the future. Ask your team-member, "what do you already know you need to do? what do you already know works in this situation." In a sense you're operating under the assumption that he's already made his decision; you're just helping him find it. [what questions not why questions for concrete answers not conjecture]. [designing question] The trick is to invert our line of inquiry. Rather than asking whether a person has a given quality we need to ask how we would react to that other person if he or she did.... "Do you go to this person when you need extraordinary results?"..."Do you choose to work with this team-member as much as you possibly can?"..."would you promote this person today if you could?"..."do you think this person has a performance problem that you need to address immediately?" [potential as Pygmalion] The careless and unreliable labeling of some folks as hipos and lopos is deeply immoral. It explicitly stamps large numbers of people with a 'less than' branding derived not from a measure of current performance, but from a rater's hopelessly unreliable rating of a thing that isn't a thing. And then this rating of a thing that isn't a thing opens doors for some, confers prestige on some, blesses some, and sets them up for a brighter future all while relegating others to a status less than human. How explicitly awful. It is also unproductive. The maximization machine should make the most of every single human within it, not just a rarefied subset. This notion that some people have lots of potential while others don't leads us to miss the gloriously weird possibilities lying hidden in each and every team-member, even the ones who at first blush seem to have little to offer the team's future. Those who reported they spent at least 20% of their time doing things they loved had dramatically lower risk of burnout. Each percentage point reduction below this 20% level resulted in a commensurate and almost linear increase in burnout risk. [>> weave strengths into work] These characteristics are curiously circumscribed. Authenticity is important right up until the point when the leader authentically says that he had no idea what to do which then fractures his vision. likewise vulnerability is important until the moment when the leader's comfort with her own flaws causes us to doubt her and question whether she is sufficiently inspirational. The only determinant of whether anyone is leading is whether anyone else is following. This might seem like an obvious statement until we recall how easily we overlook its implications: followers. Their needs, their feelings their fears and hopes are strangely absent when we think of leaders as exemplars of strategy, execution, vision, oratory, relationships, charisma, and so on. The idea of of leadership is missing the idea of followers. It's missing the idea that our subject here is at heart a question of a particularly human relationship. Namely, why anyone would choose to devote his or her energies to and to take risks on behalf of someone else. And in that it's missing the entire point. So the question is why do we follow....what makes us voluntarily place some part of our destiny in the hands of another human being?...We follow leaders who connect us to a mission we believe in, who clarify what's expected of us, who surround us with people who define excellence the same way we do, who value us for our strengths, who know that our teammates will always be there for us, who diligently replay our winning plays, who challenge us to keep getting better, who give us confidence in the future. This is not a set of qualities in a leader but rather a set of feelings in a follower... Your challenege is to find and refine your own idosyncratic way of creating in your team these 8 emotional outcomes. Do this well and you will lead well. Interestingly and happily a close study of the real world reveals that these two are linked. Your ability to create the outcomes you want in your followers is tied directly to how seriously and intelligently you cultivate your own idiosyncrasy and to what end. The deeper and more extreme your idiosyncrasy becomes the more passionately your followers follow. Followers want instead an increasingly vivid picture of the future not another reminder of its inherent uncertainty. Your greatest challenge as a leader then is to honor each person's legitimate fear of the unknown and at the same time to turn that fear into spiritedness. We your followers like the comfort of where we stand, yet know that the flow of events is pulling us inexorably into the unknown. So when we find something, anything however slight that lessens our uncertainty we cling on for dear life. The final characteristic of the best teams... is the feeling that for each team member ‘I have great confidence in my company's future’. This confidence in the future, it seems, is the antidote to our universal uncertainty and it explains why we follow. The act of following is a barter. We entrust some part of a future to a leader only when we get something in return. That something in return is confidence and what gives us confidence in the future is seeing in a leader some great and pronounced level of ability in something we care about. We follow people who are really good at something that matters to us. We follow the spikes it's as if the spikes give us something to hook onto. We're well aware of our own shortcomings and we know that what lies ahead of us in life is unknowable. We're aware, also, that our journey will be easier if we can do it in partnership with others. And when we see in others some ability that offsets our own deficits and that removes for us even if only slightly some of the mist of the future then we hold on. We don't necessarily follow vision or strategy or execution or relationship-building or any of the other leadership things. Instead we follow mastery and it doesn't matter how this mastery manifests itself as long as we the followers find it relevant. We follow a leader because he is deep in something and he knows what that something is. His knowledge of it and the evidence of his knowledge of it gives us both certainty in the present and confidence in the future. It is strong not because of the breadth of his abilities but because of the narrowness and their focus and consequently their distinctiveness and their power. This is what drew followers to him by the millions in his life and this is what outlives him and draws us to his cause to this day. Leading and following are not abstractions. They are human interactions, human relationships and their currency is the currency of all human relationships, the currency of emotional bonds, of trust and of love. If you, as a leader, forget these things and yet master everything that theory world tells you matters you will find yourself alone. But if you understand who you are at your core and hone that understanding into a few special abilities each of which refracts and magnifies your intent, your essence, and your humanity, then in the real world we will see you and we will follow. Truths: 1) People care which team they're on because that's where work actually happens 2) The best intelligence wins because the world moves too fast for plans 3) The best companies cascade meaning because people want to know what they all share 4) The best people are spikey because uniqueness is a feature not a bug 5) People need attention because we all want to be seen for who we are at our best 6) People can reliably rate their own experience because that's all we have 7) People have momentum because we all move through the world differently 8) Love in work matters most because that is what work is really for 9) We follow spikes because spikes give us certainty

  6. 5 out of 5

    Jitendra

    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. I 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. Instead of having employees set goals, companies must galvanize their workforce by having a meaningful purpose and shared values. 4. Myth - The best employees are well-rounded. Employees who are encouraged to focus on their unique strengths are more effective than those who try to be good at everything. 5. Myth - Constructive feedback is necessary. Employees don’t need feedback—they need their team leaders to give them frequent positive attention. ask them what strategies/activities works for them in the current/past work. and, there gut feeling about what will work in future. 6. Myth - Leaders should rate their employees’ performances. The only things that human beings can accurately and reliably rate are their own experiences and feelings. 7. Myth - Some employees have more potential than others. Everyone has the ability to learn and improve. 8. Myth - Work-life balance is the key to happiness. Rather than trying to balance out jobs they hate with personal time, people must learn to focus on the positive aspects of their jobs. 9. Myth - Leadership is a set of predictable traits. When it comes to effective leadership, there’s no one-size-fits-all strategy.

  7. 5 out of 5

    Sonee

    Where to start. 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 Where to start. 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 or the thought, and will take up space, by the time the jargonized phrase is over you’ve sort of forgotten where you started. 4. whatever few interesting original points were made, they were over diluted with paras going nowhere 5. Silly examples, with an attempt to over-generalise the functioning of an organisation 6. Theories are benchmarked with some one-size-fit-all model organization and the authors go on to refute what's wrong with the theory 7. The topics are not cogently delivered

  8. 4 out of 5

    Iulia Nare

    Felt like all my unspoken angst about people at work were given a voice:) Enough strength in the voice too.

  9. 5 out of 5

    The Conch

    This book may be called a research to find out the reason behind " Global worker engagement is weak, with less than 20 percent of workers reporting that they are fully engaged at work (The ADPRI’s Global Study of Engagement)". 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 This book may be called a research to find out the reason behind " Global worker engagement is weak, with less than 20 percent of workers reporting that they are fully engaged at work (The ADPRI’s Global Study of Engagement)". 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, January–February 2018". Authors of the book conducted survey at Cisco’s office in Krakow, Poland on basis of following aspects, can be broadly divided into 'We' and 'Me' aspects: We Aspects: 1. I am really enthusiastic about the mission of my company. 3. In my team, I am surrounded by people who share my values. 5. My teammates have my back (support). 7. I have great confidence in my company’s future. Me Aspects: 2. At work, I clearly understand what is expected of me. 4. I have the chance to use my strengths every day at work. 6. I know I will be recognized for excellent work. 8. In my work, I am always challenged to grow. On basis of detailed interview authors propose 9 lies and 9 truths. Few are given below: LIE: People care which company they work for TRUTH: People care which team they’re on LIE: The best plan wins TRUTH: The best intelligence wins (Because the world moves too fast for plans.) LIE: The best companies cascade goals TRUTH: The best companies cascade meaning LIE: People need feedback TRUTH: People need attention LIE: Work-life balance matters most TRUTH: Love-in-work matters most (Because that’s what work is really for.) It is quite difficult to make a synopsis of the book, however few takeaways could be: " In the real world each high performer is unique and distinct, and excels precisely because that person has understood his or her uniqueness and cultivated it intelligently." " Growth, it turns out, is actually a question not of figuring out how to gain ability where we lack it but of figuring out how to increase impact where we already have ability." "..more than striving for balance between work and life—love-in-work matters most." " Your greatest challenge as a leader, then, is to honour each person’s legitimate fear of the unknown and, at the same time, to turn that fear into spiritedness." "Workers who say they are on a team are 2.3 times more likely to be Fully Engaged than those who say they are not." "Higher engagement causes higher performance."

  10. 4 out of 5

    Tõnu Vahtra

    Don't tell people what you value, show them; cascade meaning instead of goals; life balance is is finding love in what you do. You cannot create excellence by fixing the current problem. 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 Don't tell people what you value, show them; cascade meaning instead of goals; life balance is is finding love in what you do. You cannot create excellence by fixing the current problem. 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 company) they work for. Because that's where work actually happens. 2. The best intelligence (NOT plan) wins. Because the world moves too fast for plans. 3. The best companies cascade meaning (NOT goals ). Because that's what they all share. 4. The best people are spiky (NOT well-rounded). Because uniqueness is a feature not a bug. 5. People need attention (NOT feedback). Because we all want to be seen for who we are at our best. 6. People can reliably rate their own experience (NOT other people). Because that's all we have. 7. People have momentum (NOT potential ). Because we all move through the world differently. 8. Love in work (NOT work-life balance) matters most. Because that's what work is really for. 9. We follow spikes (Leadership by itself is NOT a thing). Because spikes bring us certainty. Information needs to be shared by leaders with decisions being made by individuals VS the opposite.

  11. 5 out of 5

    Patrick Dugan

    Bland. Wordy. Could have made 9 decent blogs or articles instead of one overlong piece of dreck. Does a good job of pointing out the overabundance of similar dreck. Mistakes itself for not adding dreck to the dreck pile.

  12. 4 out of 5

    Enzo Chavez

    Informative start but lacks the research and imperical data towards the end. Which, ironically enough, was the books greatest strength found in the first few chapters.

  13. 5 out of 5

    Alison Jones

    Reading this book you start to feel as I imagine those standing in the crowd next to the child who pointed out that the Emperor was in fact starkers might have felt; a mix of realization, relief, and embarrassment at having gone along with the charade for so long. 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, Reading this book you start to feel as I imagine those standing in the crowd next to the child who pointed out that the Emperor was in fact starkers might have felt; a mix of realization, relief, and embarrassment at having gone along with the charade for so long. 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, even if we don't like them much. So these are the eponymous ‘lies’: 1. People care which company they work for (they don’t: they care which team they’re in) 2. The best plan wins (plans get in the way – give your people goals and real-time information and let them get on with it) 3. The best companies cascade goals (focus on cascading meaning, and let your people create their own goals around that) 4. The best people are well-rounded (No, the best people are spiky, playing to their unique strengths) 5. People need feedback (No, they need attention, and positive attention gets massively better results than negative – notice what’s working) 6. People can reliably rate other people (People suck at rating other people – all we can reliably rate is our own experience of people 7. People have potential (Not a lie, technically, just useless: EVERYONE has potential; they prefer the concept of momentum – direction plus velocity) 8. Work-life balance matters most (When people find love in work, the work = bad, life = good assumption simply evaporates) 9. Leadership is a thing (There’s no single ‘leadership’ quality – only being able to attract followers, and that comes down to being able to make people feel better about the future with you) Some of these lies carry more ‘aha!’ in their exposing than others. For me, the most revelatory were 5 and 6: it was frankly astonishing to discover that positive feedback is 30 x more effective at improving performance than negative feedback (though even negative feedback is more effective than no attention at all). And it makes complete sense: when we give negative feedback, we’re effectively saying: ‘Not like that, like this.’ We’re telling them to do what works for us; but we’re not them. When we notice what’s working and show it to them, we’re helping them identify what works for them. The same logic lies behind our utter inability to reliably rate someone on their ‘leadership potential’, ‘strategic thinking’ or any other attribute we’re expected to be able to quantify. Not only do we all have very different ideas of what those attributes are supposed to look like, how on earth do we translate these vague impressions into meaningful numbers? The solution, Buckingham and Goodall suggest, is to ask people to rate their own experience of working with someone. It’s a more complex metric, but much more reliable. Performance measurement and management is a mutli-billion-dollar industry and the preoccupation of most managers. This book brings a bracing blast of common sense that should make every leader at every level reassess how they’re doing it and, just maybe, acknowledge that their tidy charts might actually be the Emperor’s new metrics.

  14. 4 out of 5

    Joseph Hoehne

    I get like this book really tackled multiple aspects of my day-to-day life at work. If you work in a team or are a leader of a team, I’d recommend this book. 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. Lie 4 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 I get like this book really tackled multiple aspects of my day-to-day life at work. If you work in a team or are a leader of a team, I’d recommend this book. 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. Lie 4 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 outcomes they can achieve best. You are weird. Diversify the weirdness into your team. Lie 5 Focus on highlight reel, not on mistakes. There are infinite amount of ways to mess up, only definite amount of ways to do it right (for a person). Excellence isn’t the absence of failure so don’t just correct mistakes - highlight the highlights and tell that person how their action made you feel. Lie 7 Don’t think of potential. Think of it as velocity and mass and it’s always changing. Lie 9 Leaders don’t have undefinable qualities that make them a leader. A leader is someone who has followers and each leader does that in their own unique way.

  15. 5 out of 5

    Alysson

    ⭐️⭐️⭐️⭐️⭐️ 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 ⭐️⭐️⭐️⭐️⭐️ 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 potential 8.) Work life balance matters most 8.) Leadership is a thing #bookstagram #nineliesaboutwork

  16. 5 out of 5

    Rhoda

    This book is giving many ideas of changes to make in my Performance & Development role. There are excellent insights into the need for giving attention rather than feedback, the importance of teamwork, and what leadership really is. One of the biggest new thoughts for me is well-rounded isn't what we should look for. In reality, people are "spikey" meaning they are best at one or two things. Look at leaders through the ages. Each had significant flaws in traits that we typically think of as crit This book is giving many ideas of changes to make in my Performance & Development role. There are excellent insights into the need for giving attention rather than feedback, the importance of teamwork, and what leadership really is. One of the biggest new thoughts for me is well-rounded isn't what we should look for. In reality, people are "spikey" meaning they are best at one or two things. Look at leaders through the ages. Each had significant flaws in traits that we typically think of as critical to good leadership. This concept reminds me of StrengthsFinder 2.0. I'll be re-reading this to dig deeper into ideas to incorporate into my daily work.

  17. 4 out of 5

    Annie

    I give this book 3.5 stars. It's more for the novice manager/worker who haven't read any of the management books already available. It lacks substance and any new insights, which is apparent when sports examples were used to illustrate a point rather than a work example. It's also as if content was added to fill in the book. I don't think Lie #9 (leadership is a thing) is something that people think is true -- set of leadership qualities that can measured and used to identify the right leader.

  18. 4 out of 5

    Aero Dynamic

    Didn’t agree with all the ideas. They definitely cherry picked their examples (like many books in this genre do), and took some of the concepts too far. And yet I liked it-it made me think and discuss with others. Some different viewpoints that are worth considering (and some that are pretty standard just dressed up as contrarian). First half of the book was stronger than second half.

  19. 5 out of 5

    Cathy Sites

    3.5 stars. Had to read this for work. I enjoyed the "devil's advocate" view of many of the standard leadership rules. Ultimately, we can, and should, communicate what we value - and stay true to ourselves. Nothing fancy needed.

  20. 5 out of 5

    Eva

    Very interesting and data-backed takes on established company, leadership and work environment norms, made relatable by good story-telling. May need to read again.

  21. 4 out of 5

    Avraam Mavridis

    The best people are spiky, because uniqueness is a feature, not a bug.

  22. 4 out of 5

    Phillip Klien

    Best business book I've read during last couple of years. Makes you question a lot of the "absolute truths" about management.

  23. 4 out of 5

    Jao Bautista

    #1bookaweek (2 of 53) Think fast: what’s among the top regrets of people who were dying? Wild guess. You’re already thinking it…but I’ll say it. “I wish I hadn’t worked so hard.” It’s top 2 according to Bronnie Ware who spent a chunk of her career as a palliative care nurse before writing the international bestseller ‘Top 5 Regrets of the Dying’. None of the people in their deathbeds ever said they wished they worked longer hours. But of course, we cannot not work, duh. So, perhaps it’s about ma #1bookaweek (2 of 53) Think fast: what’s among the top regrets of people who were dying? Wild guess. You’re already thinking it…but I’ll say it. “I wish I hadn’t worked so hard.” It’s top 2 according to Bronnie Ware who spent a chunk of her career as a palliative care nurse before writing the international bestseller ‘Top 5 Regrets of the Dying’. None of the people in their deathbeds ever said they wished they worked longer hours. But of course, we cannot not work, duh. So, perhaps it’s about making sure that the time we spend on working is also time that’s spent meaningfully. And for me (or at least the way my brain interprets it), spending time, energy, effort on anything that’s baseless is also pointless. Kaya naman when I saw this leadership book published by Harvard Business Review, natuwa ako sa idea behind it. Nine Lies About Work. Taray, such strong words. Scientifically measured, well-researched, intelligently analyzed. It was the last copy, so I bought it agad - I didn’t want to stop myself being happy, noh! Which, by the way, was the top 1 regret of the dying. ----- WEEK 2 OF 53 Nine Lies About Work by Marcus Buckingham and Ashley Goodall From Amazon: “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.” See Forbes review at the comments section. ----- BOOK NOTES (This section keeps getting updated) (1/14/2020) *Lie #1 People care about the company they work for. The so-called company culture was tested - its realities measured, its existence analysed. It was found that it is not as real as we'd like to think it is. It's a plumage that makes you want to join a company, but it's not what you'd want to work for. People care about the team they work for. "This is why teams matter much more than the plumage of company culture matters. Teams simplify [...] Teams make work real [...] and teams, paradoxically, make home for individuals. The big thing is only on a team can we express our individuality at work and put it to highest use [...] The biggest problem of all with the idea of culture: it doesn't actually help understand what to do more of, less of, or differently. It won't tell you, the team leader, what more to make things better." (p.31) "People care which team they're on, because that's where work actually happens." (1/15/2020) *Lie #2 The best plan wins. Planning as a necessity came from a time when information is assumptive. Hence, this practice has become an ingrained truth. But today, information comes in fast, real-time, and in trickles. This fact, therefore, challenges the prehistoric role of year-end planning sessions in companies, and start-of-the-year planning workshops in doing the work. My closest colleagues know that I am a staunch negator of “comm plans” – an exercise that’s less of a solution to a problem, more of an accepted ritual. The output of which ends up never seeing the light of day, hence, everything was an exercise in futility. Precisely because the exercise—in today’s context of consistency of information and speed of change—doesn’t make sense anymore. “The solutions can be found in the tangible and changing realities of the world as it really is, whereas your plans are necessarily abstract understandings of the recent past. Plans scope the problem, not the solution” (p.39) No, the best plan doesn’t win. Weekly check-ins are the more relevant tools now. "The best intelligence wins, because the world moves too fast for plans." (1/17/2020) *Lie #3 The best companies cascade goals. Company goals, when not used properly, can be restrictive to the people running the company. Organizations spend millions to billions just in goal-setting alone. The most common reasons for company goal-setting to stimulate and coordinate work, to track progress, to evaluate performance. Goal-setting as “stimulator, tracker, and evaluator—these three core functions of goals are why we spend so much time, energy and money on them. And this is precisely where trouble begins.” (p.54) As stimulator: “No research exists showing that goals set stimulate you to greater productivity. In fact, it’s the opposite: they limit performance, slow down the boat.” (p.55) As tracker: “None of these goal tracking does exactly what it intends to do, for the simple reason that your progress toward a goal is not linear.” (p.56) The marathon analogy. “When a marathoner has finished her first 13 miles, does that mean she’s 13 out of 26 miles, or 50% of the way toward the end of the race? No. Every marathoner knows that the first half is the easy part, and the last 6 miles that’s brutal. Only when you pass the 21-mile mark do you begin to feel your legs harden, and the mind weaken; only then do you know whether you have the physical and mental strength to complete the goal. And what percentage does the refining fire of the last 6 miles represent—40, 60, 90 percent? It’s impossible to put a number on it […] goal attainment is binary.” Either you make it or you don’t. (p.57). As evaluator: “We need to be able to perfectly calibrate each goal for difficulty—we need every manager, with perfect consistency, to be able to weigh the stretchiness or slackness of every given goal in the exact same way as every other manager. This would be an impossibility. (p.58) “In the real world there’s work—stuff that needs to get done. In theory world, there are goals. Work is ahead of you; goals are behind you—they’re your rear-view mirror. Work is detailed and specific; goals are abstract. Work changes fast; goals changes slowly, or not at all. Work makes you feel like you have agency; goals make you feel like a cog in a machine. Work makes you feel trusted; goals make you feel distrusted. Work is work; goals aren’t. But it doesn’t have to be this way. Goals can be a force of good.” (p.62) Truth – the best companies cascade meaning. “Our prevailing assumption is that we need goals because our deficit in work is deficit in action. We are mistaken. What we face instead is a deficit in meaning, of a clear and detailed understanding of the purpose of our work, and the values we should honor in deciding how it should be done. Our people don’t need to be told what to do, they want to be told why.” (p.64) Cascade meaning through expressed values, rituals and stories. (p.71) "The best companies cascade meaning, because people want to know what they all share." (1/24/2020) *Lie #4 The best people are well-rounded. What is strength? Strength is not something you’re good at. That’s ability. Strength is an activity that makes you feel strong. It’s a combination of three distinct feelings – positive anticipation beforehand, flow during, fulfillment after. Strength is more appetite than ability (p.81) The relationship between strength and joy? We are drawn to activities in which we find joy. You will never feel proud of your work if you find no joy within it. Your best work is joyful work, according to Stevie Wonder. Companies want to fill your working hours with activities that bring you joy, with tasks that delight you. Because of the correlation between joy and productivity. And data doesn’t lie. The stand-out predictor of productivity of high performing teams is “I have a chance to use my strengths every day at work.” The every-day-ness of the feeling that your work plays to your strengths is a vital condition of high performance (p.83) And yet, current systems measure us against standardized model of strengths or competencies. Because the assumption is that the best people are well-rounded (p.85) But here’s the flaw in that assumption: performance improvement systems are designed to remedy shortcomings in the belief that high performance—excellence—is the result of having removed the shortcomings in the everyday scale (p. 87) Why is this flawed? 1 – Competencies are impossible to measure (because you’re measuring a trait at given states; those are two variables that are ever changing and can only be measured one at a time). Hence, it’s impossible to prove or disprove the assertion that everyone who excels in a particular job possess a particular set of competencies, in the same way that one cannot prove or disprove that people who acquired the competencies they lacked outperformed those who didn’t (p.89) There’s no academic proof to this. But there is proof for this: that in a set of managers of a bar, those who are high performers—the managers who were able to fill their bars with people—didn’t score high in the total set of competencies, BUT, he or she simple excelled somewhere in there, i.e., in sales, or in PR, or in inventory management. So the best people are not well-rounded, finding fulfillment in their uniform ability; in fact, the opposite, the best people are spiky, and in their lovingly honed spikiness do they find their biggest contribution. They’re Lionel Messi honing their already contributing left foot and not urging them to remove the shortcoming of his right foot (p.94) This truth dispels the other two glorified notions: failure is important in order to excel; our strengths should not be overused because it pulls us toward laziness and complacency (p.96) “And the great shame in all of this is that the very systems that we might hope would be aimed at discovering and unleashing each person’s unique talents have, in fact, the effect of inhibiting those talents, and denying what makes each one of us unique. They don’t, in the end, help performance. They hinder it (p.98) I feel free-est and at my highest performance when I join creative competitions or doing passion creative projects ha ha ha. "The best people are spiky, because uniqueness is a feature not a bug [that needs improving]." (1/25/2020) *Lie #7 People have potential. Evidence for existence of general potential is nonexistent. “But is there even anything here to measure—is potential a thing at all? Do we really think that there exists in people a trait that confers on some lucky few the ability to grow more and learn more regardless of setting or circumstances?” Each person’s brain grows by adding synaptic connections, that each person’s sybnaptic pattern is unique and therefore each person’s brain grown uniquely. Therefore, we know a) that the ability to learn exists in all of us, b) that it shows up differently in all of us, and c) that while we can all get better at anything, none of us will ever be able to rewire our brain to excel at everything [with ‘everything’ being the set of states/traits the traditional rating systems base the rating of ‘potential’ on]. More simply, we can all get better, and we will all get better at different things, in different things, at different speeds (p.170) “So there’s no such thing as having potential. Or rather, there is but it doesn’t mean anything. Or rather, it doesn’t mean anything beyond being human. To say that you have potential means simply that you have the capacity to learn, and grow, and get better, like every other human.” (p.171) First, a leader must recognize that each individual has a set of loves and aspirations that are uniquely his or hers. That’s his mass. Next, a leader must understand that the individual has acquired for herself things that moves him or her in a particular direction. That’s his velocity. So, in the world of teams, and individual doesn’t have potential…People have momentum, because we all move through world differently (p.175) “Addressing their potential makes people feel like they’ve been dealt with. Addressing their momentum makes them feel understood. More important, it helps them understand themselves, by encouraging them to consider where they are right now—not as a point of stasis, but as a unique human being moving purposefully through the world (p.177) * * * * * ----- #1bookaweek #bookofthemonth #NineLiesAboutWork #MarcusBuckingham #AshleyGoodall #FullyBooked

  24. 5 out of 5

    Alexander Fedyunin

    I've called that "a good idea with wrong execution". A few goot thoughts there are hiden in massive fakes, PRs, propaganda examples and unproved arguments.

  25. 4 out of 5

    Mary Ann

    This is another provocative and fascinating book from Marcus Buckingham. As always, he supports his findings with research, as well as interesting examples.

  26. 4 out of 5

    James Hendrickson

    So far this is the best business book of the year. I will read this again but it feels like a book I will revisit over the next few years.

  27. 5 out of 5

    Gabrielle

    A must read for leaders especially ones responsible for learning or leadership development at your organization. I got different insights to provide a new perspective as I approach leading and work.

  28. 5 out of 5

    Lisa K

    I love this book! I read a lot of business books, usually about one per month. I really enjoyed the fresh look at leading/following this book offered. I am grateful to have won it in a Goodreads giveaway and will be recommending it to my business book club.

  29. 5 out of 5

    Stephen Lung

    First book that I have finished with a book club. While some lies I disagree with, there are some lies that spoke to me on many levels. It's a paradigm-shifting book that redefines how individuals whether they are followers or leaders should operate in this ever changing and performance driven workplace. The learning format was a bit different since the authors offered a two part video for each chapter of the book – one video to explain the lie, with the next explaining the truth with time to de First book that I have finished with a book club. While some lies I disagree with, there are some lies that spoke to me on many levels. It's a paradigm-shifting book that redefines how individuals whether they are followers or leaders should operate in this ever changing and performance driven workplace. The learning format was a bit different since the authors offered a two part video for each chapter of the book – one video to explain the lie, with the next explaining the truth with time to debate on the issues. Some key takeaways for me: • People don't care about what company they join, this idea of corporate culture goes away fairly quickly. It's the team you join that matters most and whether you have a good team leader. • People who are in a position to make decisions benefit through smaller, integrated efforts. Frequency of meetings/check-ins will trump less frequent quality meetings when information is not perfect. In business, the world moves too fast to have a perfect plan and oftentimes, we operate on imperfect information. • Notion of spikes. The perception of well rounded leaders are false. We follow spikes. Leaders of this world all have their unique spikiness.

  30. 4 out of 5

    Leah Strommer

    I was really looking forward to reading this book. I love books that debunk the common and often misinterpreted norms in the workplace. While there were some great key concepts that I underlined and found helpful, most of it was discussing data and stats across surveys and companies, not all data points had a direct line to leadership concepts. I did not agree with all the lies either, as some of what the author was trying to debunk are core principles that other data shows is necessary to lead I was really looking forward to reading this book. I love books that debunk the common and often misinterpreted norms in the workplace. While there were some great key concepts that I underlined and found helpful, most of it was discussing data and stats across surveys and companies, not all data points had a direct line to leadership concepts. I did not agree with all the lies either, as some of what the author was trying to debunk are core principles that other data shows is necessary to lead an organization and team. Reading the book I felt as though I was in a room with someone very long winded, the dialogue went in circles at time and felt repetitive. A lot of extra dialogue and examples around obvious and mediocre concepts. I did like how the author turned the lies into truths at the end of the book. Perhaps a better approach would have been to start out that way and with the data that backs what works vs what doesn't.

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