Summary of Marcus Buckingham & Ashley Goodall's Nine Lies About Work

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 Lisa worked for Company A for 18 years, and then she moved to Company B. She spent two years there, and then she met her manager, who was extremely hierarchical and severe.
#2 Lisa spent months researching a company before she decided to leave her job and join another. She was excited about the company’s Core Values, but she quickly realized that they weren’t being implemented in the team she was assigned to.
#3 If you are looking for a job, you will look for information about a company online. You will want to know if your colleagues will treat you well, what a typical day will be like, and whether the company cares about its employees.
#4 Culture is now a major focus for companies, and it is becoming more and more important to judge employees by how well they fit the culture.

Informations

• Publié par: Everest Media LLC
• Date de parution: 01 avril 2022
• Nombre de lectures: 0
• EAN13: 9781669374916
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Marcus Buckingham & Ashley Goodall's Nine Lies About Work
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7 Insights from Chapter 8 Insights from Chapter 9
Insights from Chapter 1

#1

Lisa worked for Company A for 18 years, and then she moved to Company B. She spent two years there, and then she met her manager, who was extremely hierarchical and severe.

#2

Lisa spent months researching a company before she decided to leave her job and join another. She was excited about the company’s Core Values, but she quickly realized that they weren’t being implemented in the team she was assigned to.

#3

If you are looking for a job, you will look for information about a company online. You will want to know if your colleagues will treat you well, what a typical day will be like, and whether the company cares about its employees.

#4

Culture is now a major focus for companies, and it is becoming more and more important to judge employees by how well they fit the culture.

#5

The first lie is that people care about which company they work for. It sounds strange to label this a lie, since each of us feels some sort of connection to our company, but read on and you’ll see that what each of us cares about quickly changes.

#6

The most important aspects of our experience at work are the things we do every day, which are typically the most important aspects of our lives. The only way to rigorously answer the question of what these are is to create two groups of people, one group from teams with high performance, and another from teams with low or average performance.

#7

The eight aspects that best predict team performance are: I am really enthusiastic about the mission of my company, I am surrounded by people who share my values, I have the chance to use my strengths every day at work, my teammates have my back, I know I will be recognized for excellent work, I have great confidence in my company’s future, and in my work, I am always challenged to grow.

#8

The two categories of experience at work are We experiences and Me experiences. The best team leaders are able to meet the needs of their team members by focusing on these two categories.

#9

The eight questions that determine how we experience work are very precise in measuring the aspects of our experience that affect our performance, voluntary turnover, lost work days, accidents on the job, and customer satisfaction. However, the scores always vary within a company more than between companies.

#10

The seventh question is, I have great confidence in my company’s future. And the answer varies significantly between teams within the same company. Any ideas that rest on the assumption that our experience will vary company to company are incomplete, because our experience will vary more within a company than between companies.

#11

The team a person is on is far more important than the company they are working for. When we examine the data closely, we find that people don’t care which company they work for, but which team they’re on.

#12

The ADP Research Institute conducted a study that found that teams are what drive engagement at work. The most engaged group of workers are those who work on five distinct teams. Companies miss the importance of teams, as most don’t even know how many teams they have at any given moment.

#13

Our most important experience at work is the experience of team, and the most important thing that explains our success as a species is our belief in intersubjective realities. These realities enable us to coordinate our actions with those of people we may never meet.

#14

The idea of the company is unreal, as is the idea of company culture. They are useful fictions that we use to organize lots of people to achieve complex and enduring goals. But they cannot explain our experience of work.

#15

The differences between companies are mostly just plumage - they are designed to attract a certain type of person. However, the impact of plumage on how you and your team do your work is slight. It is a shared fiction that exists to attract a certain kind of person.

#16

Teams are the main focus of this book. They are the most important factor in determining how well a company can function. Teams make work real, and they make homes for individuals. Culture doesn’t do this because it’s too abstract.

#17

There are eight engagement items that a team should have, and the leader should know them all, all the time. The most important role of a team leader is to build great teams.