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Beyond Bullsh*t: Straight-Talk at Work, by Samuel A. Culbert
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Review
"In this sober guide to understanding and moving past 'bullsh*t' at work, author and management professor Culbert (Don't Kill the Bosses!) explains the value of and strategy behind 'straight-talk relationships' in the office. Unlike others who have tackled the subject (most notably Harry Frankfurt), Culbert emphasizes bullsh*t's vital role in many situations." (Publishers Weekly)"Beyond Bullsh*t shows why the little moments in organizational life matter so much and how to make the most out of them. Culbert has written the wisest book that I've ever read about what it takes to build a humane and effective workplace. And, this little masterpiece is a joy to read because every page oozes with Culbert's own experience, straight talk, and charm." (Robert Sutton Stanford University, author of The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't)"I read this book by randomly sampling pages. Every sample was a treasure! This is a wise and wonderful book!" ―Tom Peters, Chairman Tom Peters Company"Culbert, a professor of management, points out that 'telling the truth' can be just as one-sided and manipulative as the self-serving posturing he calls 'bullsh*t.' To send an honest message that actually reaches listeners, the teller requires a preestablished relationship of trust and a listener who is willing to improve. The teller needs to offer only the truth she sees and to frame the message according to the listener's perspectives and goals. If these conditions are not present to at least some degree, Culbert says, people are better off just posturing. Still, for those willing to make the effort, he adds that reciprocal straight talk can be immensely valuable for an organization and individuals' careers." (Harvard Business Review)"Beyond Bullsh*t is a wonderful book! Clever and clear, it's a tour d' force on how to circumvent bullsh*t and when to talk straight at work." (Walter Nord, Distinguished University Professor niversity of South Florida)"Great, enduring brands demand (and respond to) straight talk from their customers, employees and stakeholders. Sam Culberts book brings that message to life." (Howard Schultz, CEO)"Culbert nailed it. This book is a masterpiece and every word is so true. This is what he's been writing about and teaching his whole career. And, that's not bullsh*t. He's always stood for direct, valid, and candid human relationships. Those who took his straight-talk to heart flourished as a result. As Bennis says, in his foreword, it is indeed his 'master stroke.'" (Beverly Kaye CEO/Founder Career Systems International and Co-Author of Love 'Em or Lose 'Em: Getting Good People to Stay)
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About the Author
Samuel A. Culbert is Professor of Management at UCLA Anderson School of Management. He is author of Get Rid of the Performance Review! (2010). He is the recipient of the American Association of Publishers Best Management Book of the Year award and the Harvard Business Review McKinsey Award.
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Product details
Hardcover: 168 pages
Publisher: Stanford Business Books; 1 edition (March 17, 2008)
Language: English
ISBN-10: 0804758859
ISBN-13: 978-0804758857
Product Dimensions:
6 x 0.8 x 9 inches
Shipping Weight: 15.2 ounces (View shipping rates and policies)
Average Customer Review:
3.9 out of 5 stars
10 customer reviews
Amazon Best Sellers Rank:
#145,189 in Books (See Top 100 in Books)
First things first, I was lucky enough to be in a class taught by the author, so while I may appear biased- I'm no fool. Now, on to the review: Most people will have to really have an open mind in reading this. What it calls for us to do at work is the opposite of what so many of us are used to doing. Having an open heart and mind to really get to know those around you so that you can you can develop a proper working relationship is more work and can be awkward at first for many of us...BUT IS OF UTMOST IMPORTANCE. If you want to be able to tell your boss he/she's making a mistake or have your subordinates let you know before you make a blunder, then this is the book for you. It's amazing how much BS gets spouted at the office, and we all know it's more hurtful than harmful...yet we can't stop. Well, you can stop if you have the tools and techniques, which is exactly what you'll get from this book.
Hope every manager will read it. It tells you how important the straight talking and how it can improve the efficiency of the company.
I didn't find this book useful. The book rehashed a lot of old platitudes that you've probably heard before:1) sentiment that everyone lives in a "different reality". (Ignoring the obvious epistemilogical and practical difficulties of that attitude.)2) build relationships with people3) Dale Carnegie-esque tips on showing interest in other people's personal lives. (If I had the time to chat with everyone about their personal lives beyond a superficial level, how would I have time to get stuff done)4) try to find win-win situations5) Freudian pop-psycholgy... is this person sensitive to this issue because of how he was raised (this sort of pop psychology doesn't really help get stuff done)I also dislike that the book--or rather I should use "I-speak" technique :). "How I see it is that" the author's thoughts are largely unprocessed, academic, and with endless exceptions. He says BS is bad, but BS is also necessary, consider X, Y, Z, ... and be very context-specific about what level of BS to use. He makes splits hairs about pedantic definitions of straight-talk vs. candor vs. truth telling vs. truth-finding--after wading through these paragraphs there is no payoff in practical terms for this exercise.If you're looking for something practical or useful it's not here. If you want to sound cool around the academic water cooler this may do the trick.
I am an employment lawyer and there are few things more important than clear and honest workplace communication. More lawsuits, wasted time, and ruined careers result from it than anything else. Culbert hits the key issues: workplaces fixated on hierarchical approaches to relationships which result in people saying what the hot shots want to hear not what they need to know; failure to listen and divine the intent of the speaker before formulating a response; and when you do talk making sure that the other understands that you do not believe you have a corner on the truth by using "I - speak"---"I think" or "I belive" or "based on what I know". The book is a bit academic but nonetrheless practical especially when he talks about the outdated system we use for performance reviews which pit boss v. employee, which he woukld like to replace with a collaborative approach. I wish it was so but corporations are driven by fear (HR of lawsuits and hierarchy addicted jerks of losing their status) to change anytime soon. Give it a read.
Beyond Bullsh*t did well to explain and define the phenomenon of straight vs. BS-talk at companies.Culbert starts off with definitions of the various degrees of BS and Straight-talk. Just defining them was useful as I've begun to notice the types of "talk"-relationships I have with others and what expectations might be in play. I thought the distinction between "truth-telling" vs. "straight-talk" was particularly insightful as it has helped me redefine several relationships on these terms.Culbert also really hits home on explaining some of the characters that "claim" they want desire straight-talk, but actually return the favor with covert BS to simply further their own agenda. Again, what can I say, he calls 'em as he sees 'em, and I've definitely seen 'em myself.After defining and explaining the phenomenon, Culbert goes into an applications section to talk about what you might expect to see when relating with people who communication in various levels of BS and straight-talk. This ties back to the beginning of the book where the role of BS in an organization was defined. I really enjoyed how Culbert acknowledges that BS *does* play a useful role in the workplace and treats it as simply yet another communication style.An area I felt could use improvement, perhaps in a 2nd edition, would be making better use of the anecdotes at the beginning of each chapter. While they seemed somewhat relevant to the chapter, I felt in several cases they weren't really used beyond acting as a chapter kickoff. I think referring back to these in the chapter a little more or perhaps using some anecdotes as a "case study" to thoroughly explore a topic would have helped me better understand the concepts.That aside, I've already recommended this book to several colleagues who I have at least "candid" relationships with, in part as a tool to hopefully morph these relationships into full-on straight talk ones by helping define the concept we may have been dancing around for so long.I extend that recommendation to anyone looking to improve the quality of 1-on-1s with their directs or whose office atmosphere struggles under the burden of dysfunctional communication. Great book, I'm looking forward to reading "Don't Kill the Bosses".
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