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The Three Signs of a Miserable Job: A Fable for Managers (And Their Employees) (精装)
by Patrick M. Lencioni
| Category:
Management, Organizational effectiveness, Leadership |
| Market price: ¥ 268.00
MSL price:
¥ 238.00
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| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
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MSL rating:
 Good for Gifts |
| MSL Pointer Review:
Simple and profound, this latest book of Patrcik Lencioni proves another excellent meterial for managers of all levels. |
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AllReviews |
1 2   | Total 2 pages 11 items |
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Publishers Weekly (MSL quote), USA
<2007-12-26 00:00>
Lencioni, a consultant, speaker and bestselling author (The Five Dysfunctions of a Team), pinpoints the reasons behind and ways around what many consider a constant of the human condition: job dissatisfaction. According to Lencioni, job-fueled misery can ultimately seep into all aspects of life, leading to drug and alcohol abuse, violence and other problems, making this examination of job misery dynamics a worthy pursuit. Through the "simple" tale of a retired CEO-turned-pizzeria manager, Lencioni reveals the three corners of the employee unhappiness pyramid-immeasurability, anonymity and irrelevance-and how they contribute to dissatisfaction in all jobs and at all levels (including famously unfulfilled celebrities and athletes).
The main culprit is the distancing of people from each other (anonymity), which means less exposure to the impact their work has (immeasurability), and thus a diminished sense of their own utility (irrelevance). While his major points could have been communicated more efficiently in a straightforward self-help fashion, his fictional case study proves an involving vessel for his model and strategies (applicable to managers and lower-level staff alike), and an appendix-like final chapter provides a helpfully stripped-down version.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
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Jacobs Barbara (MSL quote), USA
<2007-12-26 00:00>
Anyone who's been employe - whether self- or by an organizatio - will recognize the onset of the Sunday blues, which, in essence, is the dread of Monday at work. Lencioni, author of The Five Dysfunctions of a Team (2002), spins yet another fable. He tracks Brian Bailey through CEO-ship of JMJ Fitness, a much-abbreviated semi-retirement and two turnarounds. The lesson? That three qualities add up to misery at work: immeasurability, irrelevance, and anonymity. Simple in its telling, these three negative characteristics have been validated by any number of human-resources consultants, from Gallup to Watson Wyatt.
People need to feel like they're contributing to a greater good, that they're valued and respected within the organization, and that what they do matters. Although the author has no specific process to follow or particular techniques to promote, he does paint a few hypothetical situation - and summarize questions that must be answered. Nothing's new under the sun, yet Lencioni's new expression of an old truth does deserve publicity. |
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Trevor Fetter, president and CEO, Tenet Healthcare Corporation , USA
<2007-12-26 00:00>
This is a page-turner that unravels the mystery of job satisfaction for any manager. Whether you manage six or sixty-thousand people, it is essential reading.
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Kevin D. Wilde, vice president, chief learning officer, General Mills, Inc., USA
<2007-12-26 00:00>
In a sea of generic books on employee engagement and empowerment, Lencioni throws us a life preserver. His book is a masterful tale which I highly recommend to leaders and anyone else trying to build more personal satisfaction in their work. |
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Robert W. Savage, chief operating officer, Taco Bell Corp. , USA
<2007-12-26 00:00>
Lencioni provides a powerful message to all who lead people, one that will produce exceptional loyalty and results. This simple book can make a huge difference. |
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Greg Cross, senior vice president, Hilton Hotels Corporation , USA
<2007-12-26 00:00>
I love this clever and insightful book! It will remind any manager, at any level, why they became a manager in the first place!
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Jeff Lamb, vice president, people and leadership development, Southwest Airlines , USA
<2007-12-26 00:00>
Don’t let the simplicity of his message fool you. Lencioni provides powerful, practical real-world solutions for improving results by putting people first. I found many new ideas for self-improvement that I can’t wait to try!
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Karen Schoenthaler (MSL quote), USA
<2007-12-26 00:00>
In his latest tantalizing tale, Lencioni once again clearly exemplifies it doesn't take a high-powered MBA to be a successful manager. Rather, Lencioni's college-less CEO character, Brian Bailey, adeptly applies the seemingly unforgotten practice of commonsense coupled with common courtesy to vastly improve and empower employees in two very unique environments.
Retired in South Lake Tahoe and recuperating from a ski injury, Brian restlessly reexamines how he was able to convert a stagnant Central Valley fitness equipment manufacture into a market leading acquisition that earned him unimaginable wealth. A late night craving and commonly dismissed customer service slip-up at a local rundown Italian eatery inspires Brian to test his hunches. To the shock of his wife, adult children, and perhaps mostly to his cynical and sun laden boss/partner, Brian buys a minority ownership in the restaurant and immediately assumes the "weakend" manager's shift. In short order, Brian incorporates his three theories and transforms an apathetic motley crew into a truly empowered and inspired workforce.
Guided by the woefully underutilized philosophy "do unto others as you would have them do unto you," Lencioni's model will equip any level of manager to lead a more motivated and enthusiastic workforce, ultimately improving any organization's bottom line.
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Michael (MSL quote), USA
<2007-12-26 00:00>
I raced through my copy of The Three Signs of a Miserable Job and all I could say to myself was, "He's done it again". Patrick Lencioni has used his amazing ability to "insight" his way right to the root of the problem with this newest offering. This time he turns his attention to people management. One of the hardest things about today's management/leadership literature is that most people can get through the material well enough, but it becomes harder (if not sometimes impossible) to apply the information to real world situations. I think that happens for basically two reasons: 1) People forget a lot of what they read not too long after they have read it, and 2) the writers get too complicated in theoretical explanations. When this happens, readers fall in love with the book, but at the same time, rarely experience any success at implementing what they learned in any practical way.
One of Lencioni's great gifts is his ability to deliver important messages that are irrefutable, common sense, and made useful by his ability to simplify the message not just by use of the fable, but by his consistent ability to keep the concepts simple to understand - this is a great gift to most managers and leaders even if they are not vulnerable enough to admit it.
With this newest book, he has helped managers to understand three potent concepts that are at the heart of successfully managing people. The concepts of anonymity, irrelevance, and immeasurability are spot-on in today's vexing management world. Anyone who can apply this clear, concise, and compelling message will quickly be known for their ability to harness the efforts of others in a truly uncommon way. |
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Frances Thomas (MSL quote), USA
<2007-12-26 00:00>
This book should be recommended reading for everyone who manages people. The concepts couldn't be simpler yet they are completely foreign, at least to most of the managers I've endured. (I talk about them in my own book "You're Not the Boss of Me: Empowerment Strategies for an Imperfect Workplace).
Take the idea of anonymity. My current boss gave me a movie pass for my birthday. Nice of him, right? Well, my husband is legally blind and I have been to the movies maybe twice in the past five years.
In the little fable in this book, the author describes how the manager of a restaurnat goes to a soccer game to watch two of his employees play. Out of a staff of five, two of us sing with a symphony chorus several times a year. Our manager has not been to a single performance in the two years I've worked for him.
Why, when there are so many good management books out there, are the ideas never practiced? |
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1 2 | Total 2 pages 11 items |
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