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Leaders Eat Last: Why Some Teams Pull Together and Others Don't (English Edition) eBook Kindle
|Novo a partir de||Usado a partir de|
|Kindle, 7 janeiro 2014||
CD MP3, Audiolivro, Áudio MP3, Super Audio CD - DSD
|R$ 1.704,00||R$ 1.158,00|
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Detalhes do produto
- ASIN : B00DGZKQM8
- Editora : Portfolio; Reprint, Revised edição (7 janeiro 2014)
- Idioma : Inglês
- Tamanho do arquivo : 3414 KB
- Leitura de texto : Habilitado
- Configuração de fonte : Habilitado
- X-Ray : Habilitado
- Dicas de vocabulário : Habilitado
- Número de páginas : 363 páginas
- Ranking dos mais vendidos: Nº 56,721 em Loja Kindle (Conheça o Top 100 na categoria Loja Kindle)
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This is classic Simon Sinek. He has no expertise - he's neither a top executive, nor a top business journalist, nor a top business researcher, but just makes stuff up and makes it sound good like the advertising executive that he is. He did this with Start With Why (but now claims Apple is an evil company that pays insufficient tax, even though he praised it in SWW) and repeats the formula here. Some of his arguments are completely ludicrous. He claims Wells Fargo is an ethical, motivating company founded on a Why rather than targets. This has been shown to be patently false as targets are what caused Wells Fargo to open fake bank accounts. Moreover, his argument for how Wells Fargo motivated employees was that a customer would come in and tell them a story of how their loan changed their life by allowing them to pay off a debt. He claims that Wells Fargo serves some higher purpose by doing this - when all it is is giving a customer debt to pay off debt, so the customer is just as indebted as before.
Sinek offers a brief explanation of how psychology and biochemistry guide our choices and behaviours. He then develops this by proposing his ‘Circle of Safety’ theory of human behaviour, and relates this to working environments. I found this part of the book the most compelling. Although not intended to be an academic text, he grounds his theory in scientific evidence, expressed in uncomplicated straightforward language. He also provides real-world examples to develop your understanding and to place his explanations firmly within a work or business context.
Further into the book historical context is given to support the observation that workplace cultures change along with the psychologies of those that inhabit them- I found this worthy of reflection, although it was a little long and tedious in places. Whilst not an instruction manual for creating workplace trust, nor a presentation of ‘The Business Case for Workplace Altruism’ it is possible to glean ‘dos and don’ts’ from the many case studies given.
Whilst undeniably hopeful, there are several areas for improvement. The book lost 2 stars because the examples became repetitive after the first few chapters; I found them excessive and unnecessary. They didn’t add anything to the argument being made. The structure and pace of the book also left much to be desired. I kept reading hoping that the last two-thirds of the book would show a development of the author’s ideas, but they merely re-stated the first third with another gush of case studies.
I think the ideas in this text would have been expressed in a more interesting way if they had been presented as a series of three or four essays. This might have curbed Sinek's habit of repetition and overuse of illustrative examples, making his arguments clear and more persuasive. He might have paced himself more effectively and linked his ideas better (for example his explanation of the Baby Boomer and Millenial work ethics).