工作的九个谎言pdf(九个工作谎言书)

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addingdetailandtimelines，to“chunk”thesevaluesintoadescribableoutcome，somethingvividandtangible.`/isualizedinourmind，seye，ourgoalpullsusforward，upandoffthecouch，andontotlieroadearlyonefrigidSaturdaymorninginJanuary，lateonedrizzlyeveninginMarch.(〕urgoalbecomesourCompanion，nestledinonecornerofourpsyche，pulsating，nudgingusonward，guidingourthoughtsandactions，andgivingustheenergytopushdiroughdietiredness，theinjuries，andtheself-doubt，untilonedayweroundthecornerinwenceslasSquareand，alongsideotherpeopleM/ithothergoals，completeourmarathon.Andifgoalsdiddiisinthecorporateworld-iftheyhelpedussteptowardwhat，smostimportanttous一tl〕eyvvouldbesupremelyuseful.Goalsareeverywhereatwork-it，shardtofindmanycompaniesthatdonotengageinsomesortofannualorsemi-annualgoal-settingregimen.Atsomepointintheyear，usuallyatthestartofafiscalyearorafterbonusesandraiseshavebeenpaid，theorganization，sseniorleaderssettheirgoalsfortheupComingsixortwelvemond1s，andthensharethemM/iththeirteams.Eachteammemberlooksateachoftlieleader，sgoals，andfiguresoutwhattodotoadvancethatgoal，andthussetsasortofminigoaldiatreflectssomepartoftheleader，sgoal.Thiscontinuesdownthechain，untilyou，andeveryotheremployee，hasasetofgoalsthatareminiversionsofsomelargergoalfurtherupintheorganization.Insomeorganizations，goalsarealsogroupedintocategories，sothateachpersonisaskedtoset，say，strategicgoals，operationalgoals，peoplegoals，andinnovationgoals.Oncethegoalshavebeencreated，eachisthenapprovedbytheperson，simmediateleader，andthenbytheleaderabovethatperson，andsoon，\\^/itlieachlayerassessingwhethereachgoalissufficientlychallenging，andwhetherit，sproperlyalignedM/iththegoalsabove，upandupandupthechain.Astheyearunf0lds，youmaywellbeaskedtorecordwhatpercentageofyourgoalsyou，vecompleted.This“percentcomplete”dataisthenaggregatedintobiggerandbiggergroupssothatthecompanycan，atanypointduringtheyear，say

九个工作谎言读书锦囊

thingslike，“65percentofourteamshavecompleted46percentoftheirgoals.weneedtospeedup!”And，attheendoftheyear，you，reaskedtowriteabriefself-assessmentreflectinghowyoufeelyou，vedoneoneachgoal，afterwhichyourteamleaderM/illreviewthisassessmentandaddherown，insomecasesalsosayingwhethershethinkseachgoalwasactuallyrnet，ornot.AfterHRhasnudgedheracoupleoftimes，she，llinputallthisinformationintothecompanyperformancemanagementsystem，whereuponit，llserveasapermanentrecordofyourperformancefortheyear，and\\^/illguideyourpay，promotionopportunities，andevencontinuedemployment.Ifyou，reinsales，yoursalesquota\\^/illworkinasimilarway-anoverallcorporatesalesgoalisslicedintopartsanddistributedacrosstheorganization.Theonlydifferencebeingthatyourquota，oryourteam，squota，isusuallyjustasinglenumberhandeddowntoyoufromabove，definingyouandyourworkthroughouttheyear-whichiswhysalespeople，inmostcompanies，arereferredtonotaspeoplebutsimplyas“quotacarriers”And，intheeraofthesmartphone，once-a-yeargoal-settinghasbeendeemedNotEnough，andsoyourphone\\^/illsoonbedramaticallyuppingthefrequencyofalldiisgoal-setting，assessing，andtracking，ifithasn，tdonesoalready-allbecausewehavecometobelievethatthebestcompaniescascadegoals.Thenameswegivethesegoalshavechangedovertheyears.westarted\\^/ithMB(〕s，orManagementby(〕bjectives，firstpopularizedbyPeterDruckerinhis1954bookThePracticeofManagement.ThencameSMARTgoals，goalsthatarespecific，measurable，actionable，realistic，andtime-bound，followedshortlybyKPIs(KeyPerformanceIndicat0rs)andBHAGs(bighairyaudaciousgoals，inJimCollins，smemorahleframing).Thelatestincarnation，OI〈Rs(ObjectivesandI〈eyResults)，originatedatIntelandisnowusedbymuchofSiliconValleyfordefiningandtrackinggoalsandmeasuringthemagainstyour“keyresults”Acrossallthedifferenttechnologiesandmethodologies，massiveamountsoftimeandmoneyareinvestedinthisgoal-setting.Togiveyouasenseofthes

九个工作谎言电子版

caleoftheinvestment，theconsultingfirmDeloitteestimatedthatitspent$450millionongoal-setting，tracking，andevaluatingeveryyear，whileAccenture，itsconsultingcousin，\\(/ithmorethan500，000employees，spentmorethant\\^/icethat.whencompaniesliketheseshelloutcloseto$1billiononsomethingeveryyear，theremustbesometrulyeXtraordinarybenefits.whatarethey?well，everycompanyisdifferent，ofcourse，andeachmakesitsowncalculus，butthethreemostcommonreasonsputforthforallthisgoal-settingare，first，thatgoalsstimulateandCoordinateperformancebyaligningeveryone，swork;second，thattrackinggoals，“percentcomplete”yieldsvaluabledataontheteam，sorcompany，sprogressthroughouttheyear;andthird，thatgoalattainmentallowscompaniestoevaluateteammembers，performanceattheendoftheyear.So，companiesinvestingoalsbecausegoalsareseenasastimulator，atracker，andanevaluator一andthesethreecorefunctionsofgoalsarewhywespendsomuchtime，energy，andmoneyonthem.Andtliisispreciselywheretlietroublebegins.Intermsofgoalsasastimulatorofperformance，onegreatfearofseniorleadersisthattheworkoftheirpeopleismisaligned，anddiateffortisbeingwastedinactivitiesthatdragthecompanyhitherandyon，likearudderlessboatinachoppysea.Thecreationofacascadeofgoalscalmsthisfear，andgivesleaderstheconfidencethateveryoneontheboatispullingontheoarsinthesamedirection.(〕fcourse，noneofthisalignmentiswordiverymuchifthegoalsthemselvesdon，tresultingreateractivity一iftheboatdoesn，tactuallygoanywhere.Asithappens，noresearchexistsshowingthatgoalssetforyoufromabovestimulateyoutogreaterproductivity.Infact，theweightofevidencesuggeststhatcascadedgoalsdotheopposite:theylimitperformance.Theyslowyourboatdown.HaveyouevertriedtohailacabinNewYorkCityonarainyday?It，snoteasy.Youstandthereonthecornerof52ndand3rdwavingfranticallyatanyvehiclethat，sevenvaguelyyellow，andbemoaningthefactthateveryoneofthe(suddenlyscarce)cabsistaken.Ifyou，reuponyour

九个工作谎言 中文版

综上：九个工作谎言书值得推荐阅读