Nine Lies About Work

About the Author

Marcus Buckingham and Ashley Goodall are two of the most influential voices in modern leadership and management thought. Buckingham is well-known for his extensive research and writing on what makes organizations thrive, having authored several best-selling books, including First, Break All the Rules. His work at Gallup Organization, where he developed insights into employee engagement and strengths-based management, has profoundly shaped leadership practices across the globe. In addition to his writing, Buckingham has founded his own coaching and software company, where he continues to innovate in the field of organizational development.

Ashley Goodall complements Buckingham’s expertise with his own practical experience as a senior leader in large organizations. Currently a senior vice president at Cisco Systems, Goodall has also led leadership development at Deloitte. His approach to leadership is informed by his hands-on experience, allowing him to bring a pragmatic perspective to the theoretical insights that he and Buckingham explore in Nine Lies About Work. The collaboration between these two thought leaders began with a groundbreaking article they co-authored for the Harvard Business Review, which critiqued traditional performance appraisals. This article served as a catalyst for the book, where they expand their critique to challenge other widely accepted workplace norms.

Main Idea

Nine Lies About Work is a provocative and insightful exploration of the flawed practices that dominate modern workplaces. Buckingham and Goodall argue that many of the principles and systems that organizations rely on are not only ineffective but actually harmful to both employee engagement and overall organizational success. They contend that the true path to a thriving workplace lies in recognizing and nurturing individual strengths, rather than forcing employees to conform to rigid, outdated models of behavior and performance.

The central thesis of the book is that the conventional wisdom surrounding work is built on a foundation of lies—misconceptions that have been perpetuated over time and accepted as truth. These lies, the authors argue, stifle creativity, suppress individuality, and ultimately undermine the very goals that organizations seek to achieve. By challenging these lies and offering alternative approaches rooted in the recognition of human uniqueness, Buckingham and Goodall provide a roadmap for leaders who want to create more dynamic, engaged, and successful teams.

Table of Contents

1. Lie #1: Corporate Culture Is Important
2. Lie #2: Planning Leads to Success
3. Lie #3: Dictating Company Goals Stimulates Performance
4. Lie #4: Performance Appraisal Systems Are Objective
5. Lie #5: People Should Work on Their Weaknesses
6. Lie #6: “High-Potential” People Will Perform Better in the Long Run
7. Lie #7: Corrective Feedback Leads to Better Performance
8. Lie #8: Work-Life Balance Leads to Fulfillment
9. Lie #9: Strong Leaders Follow a Leadership Formula

Lie #1: Corporate Culture Is Important

The idea that a strong corporate culture is the key to success is one of the most persistent myths in modern business. Many organizations invest significant resources in cultivating a particular culture, believing that this will attract and retain top talent, drive engagement, and boost overall performance. They offer perks such as free meals, flexible work hours, and company-sponsored social events, all in the name of building a cohesive and appealing corporate culture.

However, Buckingham and Goodall argue that this emphasis on culture is misplaced. They suggest that corporate culture often serves as a superficial layer that does little to address the deeper, more intrinsic needs of employees. According to the authors, the real determinant of an employee’s experience and engagement is not the company’s culture but the quality of the team they work with. Teams, not culture, are where the true work happens, and it is within teams that individuals find meaning, purpose, and connection.

"The truth is, your company's culture does not determine the fate of your employees. Their team does." - Marcus Buckingham and Ashley Goodall

This perspective challenges the conventional wisdom that a unified corporate culture is essential for success. Instead, the authors advocate for a focus on building strong, supportive teams where individual strengths are recognized and nurtured. They argue that when employees are part of a team that values their unique contributions, they are more likely to be engaged and committed to their work.

• For example, instead of enforcing a one-size-fits-all corporate culture, leaders should focus on identifying the unique strengths of each team member and creating an environment where those strengths can be leveraged to achieve team goals.
• Encourage open and honest communication within teams, allowing members to express their ideas and concerns without fear of judgment.
• Foster a sense of belonging and purpose within teams by recognizing and celebrating individual contributions.

The authors also warn against the dangers of trying to force employees to conform to a particular culture. They argue that this can lead to a loss of individuality and creativity, as employees may feel pressured to suppress their true selves in order to fit in. This, in turn, can lead to disengagement and a lack of motivation, ultimately undermining the very goals that the corporate culture was intended to achieve.

Lie #2: Planning Leads to Success

Strategic planning is often seen as the cornerstone of organizational success. Senior leaders spend countless hours developing detailed plans, setting goals, and creating roadmaps for the future. These plans are then communicated down the hierarchy, with the expectation that everyone will align their efforts to achieve the company’s strategic objectives.

However, Buckingham and Goodall argue that this traditional approach to planning is fundamentally flawed. They point out that the business environment is constantly changing, and plans that are made based on current information can quickly become obsolete. Moreover, senior leaders who are removed from the day-to-day operations of the company may not have a full understanding of the challenges and opportunities that exist on the ground. As a result, their plans may be based on assumptions that do not reflect the reality of the situation.