000			03128cam a2200349 i 4500
001			20773542
003			OSt
005			20220707063450.0
008			181106s2019 maua 000 0 eng c
010			_a 2018046989
020			_a9781633696303 _q(hardcover)
040			_aMH/DLC _beng _cMH _erda _dDLC
042			_apcc
050	0	0	_aHD58.9 _b.B84 2019
082	0	0	_a650 _222
100	1		_aBuckingham, Marcus, _eauthor.
245	1	0	_aNine lies about work: a freethinking leader's guide to the real world _cMarcus Buckingham, Ashley Goodall.
264		1	_aBoston, Massachusetts : _bHarvard Business Review Press, _c2019.
300			_a280 pages : _billustrations ; _c25 cm
336			_atext _2rdacontent
337			_aunmediated _2rdamedia
338			_avolume _2rdacarrier
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.-- _cProvided by publisher
650		0	_aOrganizational effectiveness.
650		0	_aIndustrial management.
650		0	_aOrganizational change.
700	1		_aGoodall, Ashley _c(Author of Nine lies about work), _eauthor.
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cBK _n0
999			_c30444 _d30444