000			02914nam\a2200289\a\4500
001			57879
005			20260706110952.0
008			260706s2019 maua 000 0 eng c
020			_a9781633696303 _q(hardcover)
040			_aMH/DLC _beng _cMH _erda _dBD-DhIUB
082	0	0	_a650 _223 _bB9221n
100	1		_aBuckingham, Marcus, _eauthor.
245	1	0	_aNine lies about work : _ba freethinking leader's guide to the real world / _cMarcus Buckingham, Ashley Goodall.
250			_a1st ed
260			_aUSA: _bOne Thing production, Inc. _c2019
300			_a280 pages : _billustrations ; _c25 cm
505	0		_aLie #1. People care which company they work for -- Lie #2. The best plan wins -- Lie #3. The best companies cascade goals -- Lie #4. The best people are well-rounded -- Lie #5. People need feedback -- Lie #6. People can reliably rate other people -- Lie #7. People have potential -- Lie #8. Work-life balance matters most -- Lie #9. Leadership is a thing -- Truths.
520			_aHow 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.--
526			_aSBE _bhrm _lREF
541			_aOmni concept
650		0	_aOrganizational effectiveness.
650		0	_aIndustrial management.
650		0	_aOrganizational change.
700	1		_aGoodall, Ashley _c(Author of Nine lies about work), _eauthor.
942			_2ddc _cBK
999			_c57879 _d58053