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.
[關於工作的9大謊言] 這本書說瞭一個特彆大的能力,可以說是顛覆性的力量。 之前看書的時候說權力的來源,歸類為四種: 1.公益行為,你能幫助和改善彆人的生活 2.強勢支配,你敢於承擔責任 3.政治聯盟,你知道做事的輕重緩急,你知道該與誰為伍 4.能力行為,你有能力把事情辦成...
評分[關於工作的9大謊言] 這本書說瞭一個特彆大的能力,可以說是顛覆性的力量。 之前看書的時候說權力的來源,歸類為四種: 1.公益行為,你能幫助和改善彆人的生活 2.強勢支配,你敢於承擔責任 3.政治聯盟,你知道做事的輕重緩急,你知道該與誰為伍 4.能力行為,你有能力把事情辦成...
評分##This book speaks to me on so many levels. 3 key takeaways: 1.Identify what we are great at and horn that unique ability, better than working on our weaknesses. 2.Know what we love to do and find it at work, then we will never struggle with work life balance. 3.Leaders are those who have spikes, and people follow them because of that.
評分 評分 評分[關於工作的9大謊言] 這本書說瞭一個特彆大的能力,可以說是顛覆性的力量。 之前看書的時候說權力的來源,歸類為四種: 1.公益行為,你能幫助和改善彆人的生活 2.強勢支配,你敢於承擔責任 3.政治聯盟,你知道做事的輕重緩急,你知道該與誰為伍 4.能力行為,你有能力把事情辦成...
評分 評分##十月十一月在地鐵上在辦公室的讀物。開天眼,破迷津,反內捲鬥士如我的must read
評分##本地化的個性和全局化的共性之間存在矛盾。與其提供目標,不如提供意義;與其提供計劃,不如提供信息;有關注遠遠好於不關注;正麵反饋顯著好於負麵反饋。
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