000			03732cam a2200433 i 4500
001			on1086211364
003			OCoLC
005			20240726105210.0
008			190218t20192019maua ob 001 0 eng d
040			_aNT _beng _erda _epn _cNT _dNT _dYDX _dEBLCP _dVLB _dUMI _dOSU _dCOU _dOCLCQ _dK6U _dOCLCO _dOCLCA _dVLB _dOCLCQ _dUKAHL _dYKC _dRECBK _dBWN _dTEFOD _dOCLCO _dOCLCA _dOCLCO _dVT2 _dOCLCQ _dOCLCO
020			_a9781633696310 _q((electronic)l(electronic)ctronic)
050	0	4	_aHD58 _b.N564 2019
049			_aMAIN
100	1		_aBuckingham, Marcus, _e1
245	1	0	_aNine lies about work : _ba freethinking leader's guide to the real world / _cMarcus Buckingham, Ashley Goodall.
260			_aBoston, Massachusetts : _bHarvard Business Review Press, _c(c)2019.
300			_a1 online resource (279 pages) : _billustrations
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
520	0		_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.
504			_a2
505	0	0	_aLie #1. People care which company they work for -- _tLie #2. The best plan wins -- _tLie #3. The best companies cascade goals -- _tLie #4. The best people are well-rounded -- _tLie #5. People need feedback -- _tLie #6. People can reliably rate other people -- _tLie #7. People have potential -- _tLie #8. Work-life balance matters most -- _tLie #9. Leadership is a thing -- _tTruths.
530			_a2 _ub
650		0	_aOrganizational effectiveness.
650		0	_aIndustrial management.
650		0	_aOrganizational change.
650		0	_aLeadership.
650	1	2	_aOrganizational Innovation
650	2	2	_aEfficiency, Organizational
650	2	2	_aLeadership
655		1	_aElectronic Books.
700	1		_aGoodall, Ashley _c(Author of Nine lies about work), _e1
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=1797878&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hHD. _m2019 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c92340 _d92340
902			_a1 _bCynthia Snell _c1 _dCynthia Snell