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 FeedbackThese 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 WorkplacesBut 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 Valuable Than Received Wisdom, And That Evidence Is 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 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 WorkIf 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 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 goals4 The best people are well rounded 5 People want feedback 6 People can reliably rate other people7 People have potential 8 Work life balance matters most 8 Leadership is a thing bookstagram nineliesaboutwork 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, ithelps 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 openness3 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 mind6 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 insight7 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 mattersthan 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 doof 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. 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.DecisionsInformation 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.LeadershipIt simportant 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.ManagementEveryone 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 EvaluationsDon 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. Best business book I ve read during last couple of years Makes you question a lot of the absolute truths about management. 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. 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. 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. 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. This is another provocative and fascinating book from Marcus Buckingham As always, he supports his findings with research, as well as interesting examples.
First, Break All the Rules coauthored with Curt Coffman, Simon Schuster, 1999
- Kindle Edition
- 256 pages
- Nine Lies About Work
- Marcus Buckingham
- 05 September 2019 Marcus Buckingham