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Get Rid of the Performance Review!: How Companies Can Stop Intimidating, Start Managing--and Focus on What Really Matters Audio CD – Audiobook, CD, Unabridged


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Product Details

  • Audio CD: 6 pages
  • Publisher: Grand Central Publishing; Unabridged edition (April 14, 2010)
  • Language: English
  • ISBN-10: 1607881756
  • ISBN-13: 978-1607881759
  • Product Dimensions: 5.7 x 5.2 x 0.9 inches
  • Shipping Weight: 6.4 ounces (View shipping rates and policies)
  • Average Customer Review: 3.8 out of 5 stars  See all reviews (59 customer reviews)
  • Amazon Best Sellers Rank: #2,766,586 in Books (See Top 100 in Books)

Editorial Reviews

From Publishers Weekly

With clear, straightforward (and sometimes profane) language, Culbert (Beyond Bullsh*t) outlines his strategy for creating a "dynamic setting where employees joyfully live up to their potential." Culbert attacks the review process as "self-serving, biased opinion cloaked in a numerical package of claimed objectivity and stated as essential to organizational results." After examining the archaic system with humor and precision, Culbert outlines the shift in mindset that he feels will be necessary to create a more productive working climate. He illustrates his ideas with narratives from his own experience, first-hand tales of woe from stakeholders in the review process, and useful analogies. In addition to advocating for the end of the performance review currently in use, Culbert assails the idea of pay for performance, using humor and insight to outline win-win strategies for managers, decision makers, and even rank and file employees.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved. --This text refers to an out of print or unavailable edition of this title.

About the Author

Samuel A. Culbert is Professor of Management at UCLA Anderson School of Management. He is the recipient of the American Association of Publishers Best Management Book of the Year award and the Harvard Business Review McKinsey Award.



Larry Rout is a staff writer at the Wall Street Journal. It was he who wrote the original explosive article about Culbert's views on performance reviews.

More About the Author

Samuel A. Culbert is an award winning author, researcher and full-time, tenured professor at UCLA's Anderson School of Management. His laboratory is the world of work where he puts conventional managerial assumptions under a microscope to uncover and replace dysfunctional practices. He holds a B.S. in Systems Engineering and Ph.D. in Clinical Psychology. Culbert has developed a blunt yet sensitive way of framing situations that allows for all parties to engage in open, non-judgmental discussions. He believes that only by laying bare ALL the forces that drive people's opinions and actions -- including subjective, self-interested and political biases -- is it possible to have an explicit, honest, yet matter-of-fact conversation. He has spent a career perfecting the skills and style that illicit such straight-talk.

Widely recognized as a candid speaking expert and theoretician, he is author of the recently published Beyond Bullsh*t a probing inquiry that reveals how bullsh*t became the etiquette of choice in corporate communications, and how to develop the conditions required for straight-talk. SmartMoney Magazine named this book to its 2008 list of ten top reads. Dr. Culbert is winner of a McKinsey Award for an article published in the Harvard Business Review, is a frequent contributor to management journals and has authored numerous chapters in leading management-related books. More about this and some of the other books he has authored is available at the www.straighttalkatwork.com website. In press is a book titled Get Rid of the Performance Review: How Companies Can Stop Intimidating, Start Managing - and Focus on the Results That Really Matter. This book, written with Larry Rout, builds on his media grabbing Wall Street Journal article of the same name and is awaiting April 2010 publication. His other authored and co-authored books include The Organization Trap, The Invisible War: The Pursuit of Self-Interests at Work, Radical Management, Mind-Set Management and Don't Kill the Bosses!.

Throughout his career Professor Culbert has creatively welded together three activities: consulting, teaching, and writing. Consulting is where he encounters work effectiveness problems in their contemporary forms, demystifies the basic elements, and formulates alternative modes of functioning. Teaching provides a forum for extrapolating from problems to issues requiring his investigation. Writing is where he packages his understanding for public consumption. His clients include a diverse representation of the private and public sectors: small companies and members of Fortune's 500, international and U.S. governmental agencies, privately funded and not-for-profit organizations. In short, Culbert has been around and gets what's happening. His unconventional views have received a good deal of press, both in the U.S. and overseas.

Customer Reviews

I began reading the book, and my enthusiasm quickly faded.
Russell Diederich
I thoroughly enjoyed Samuel Culbert's perspective on the perils of the performance review, and what managers should do instead.
John Ullmen
This is an interesting and passionately argued book, well worth the reading.
J. Moran

Most Helpful Customer Reviews

28 of 29 people found the following review helpful By J. Moran VINE VOICE on March 21, 2010
Format: Hardcover Vine Customer Review of Free Product ( What's this? )
Ah, the business/career advice book, that calm appeal to mature rumination in favor of some innovative approach! That is NOT this book. This is a would-be inflammatory polemic looking to send mobs of its readers, pitchforks and torches in hand, to overturn the oppressive and inefficient old regime and bring in a new and happier age.

Okay, I exaggerate a bit. The book is full of rational arguments establishing the dysfunctionality of the performance review ("PR""). The tone, however, is wholly unlike that of most such books. Culbert writes with the zeal of a righteous preacher, who knows sin when he sees it and strives to extirpate it root and branch. And he wants the reader to join him. He hammers away (sometimes repetitiously, as in all good sermons) at the evil and promotes a remedy at once more effective and virtuous, what Culbert calls a performance preview ("PP").

Other reviewers outlined Culbert's strictures against the PR, so I will not repeat them at length. My own experience has been that Culbert is spot on. The PR is irremediably one-sided, subjective, boss-serving, dishonest, counter-productive and backward looking. It leaves employees demoralized and concerned more about personal "faults" than business objectives.

The PP, as Culbert describes it, at least has a chance to create true teams, with everyone (including the boss) jointly accountable for achieving team goals that reflect business objectives. To work, the PP requires trust and honesty between and among subordinates and boss. Culbert recognizes that this can be difficult both to establish and to sustain and must be worked at. Without trust and honesty the PP approach will fail.
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Format: Hardcover Vine Customer Review of Free Product ( What's this? )
It was OK. I didn't particularly like it. But I didn't dislike it. I liked the title and was hoping for a well-written and well-organized tome that would justify the elimination of Job Performance Reviews in all or most companies that have subordinate employees. Unfortunately the book was more a rant than a researched and logical treatise on why America's workforce would be better off if they didn't have to be subjected to annual performance reviews.

The book is not all that long considering the line spacing was not single and the font size was larger than I am used to reading in a business book. It has 10 chapters and I would list them here if I thought that would help you understand what the book was about. But I'm not going to list them. The meat of the book is found in Chapter 7 entitled "There has to be a better way. And there is." The 12 gripes the author has with performance reviews are listed there as follows:

1. Performance reviews focus on finding faults and placing blame.
2. Performance reviews focus on deviations from some ideal as weaknesses.
3. Performance reviews are about comparing employees.
4. Performance reviews create a competition between boss and subordinate.
5. Performance reviews are one-side-accountable and boss-dominated monologues.
6. Performance reviews are thunderbolt from on high, with the boss speaking for the company.
7. Performance reviews mean that if the subordinate screws up, then the subordinate suffers.
8. Performance reviews allow the big boss to go on autopilot.
9. The performance review is a scheduled event.
10. Performance reviews give HR people too much power.
11. Performance reviews don't lead to anything of substance.
12.
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9 of 10 people found the following review helpful By Amazon Customer on January 26, 2011
Format: Hardcover Verified Purchase
For everyone who gave it 4 stars and up, I have to ask, did we all read the same book?

Here's the issue (and a handful of other reviews mention it but they're drowned out by the positive reviews) THE WHOLE BOOK CAN BE CONDENSED INTO TWO CHAPTERS max.

It is not until you get to page 143 that the author starts talking about his alternative to the PR. Seriously, come on.. If we are reading this book, it's because we are looking for an alternative. I don't need 140+ pages for you to bash on the PR - we get it, it doesn't work, got it, let's move on.

So frankly, if you want to read it - just skip the rest and read chapters 7 & 8. The first six are a complete waste of time. You do not get anything out of it other than a rehash of things you know already - PR as they are done today are not very effective.
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5 of 6 people found the following review helpful By Talvi TOP 100 REVIEWER on April 23, 2010
Format: Hardcover Vine Customer Review of Free Product ( What's this? )
The book is interesting and certainly author Culbert is very passionate about the subject. At times, that passion can translate into a bit of belligerence when, really, if you have bought the book he's likely already convinced you by the first page. As with most of these types of HR books, the author seems to stretch the topic as far as possible (it might have sufficed as a white paper!) and there is a lot of rhetoric and then a few examples. I'm always interested in practice rather than theory but I had no doubt that Culbert knew the subject well and had some great ideas in there for better HR evaluation and incentive practices.

In almost 15 years in HR I've seen many different performance evaluation situations:
- ranging from 1 page to 5 pages
- some that require extensive written feedback, some that require almost none
- evaluations that have all the text auto-entered for the manager when they click on a rating level in each category
- I've had managers who deliver reviews in person/on phone to all of their employees and managers who only put it in writing and send it to the employee (despite guidelines to verbally deliver)
- I've had managers who answer phone calls during the performance evaluation discussion with their employee.
- evaluations that say illegal or inappropriate things, like "because she was on medical leave for four months, I didn't promote her."
- employees who visit my office to say their manager just gave them a bad review and it's the first they've ever heard that there was a problem
- evaluations that speak glowingly of employees, then two months later the manager comes to you and says they've had it and the employee must be fired immediately
- My own manager in HR invited me out to lunch to deliver my review.
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