- Hardcover: 304 pages
- Publisher: Jossey-Bass; 1 edition (August 3, 2015)
- Language: English
- ISBN-10: 1119040043
- ISBN-13: 978-1119040040
- Product Dimensions: 6.4 x 1 x 9.2 inches
- Shipping Weight: 1.6 pounds (View shipping rates and policies)
- Average Customer Review: 15 customer reviews
- Amazon Best Sellers Rank: #590,671 in Books (See Top 100 in Books)
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Lead the Work: Navigating a World Beyond Employment Hardcover – August 3, 2015
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From the Inside Flap
Lead the Work is one of the most provocative business books to be published in a long time. It challenges the thinking around what they call the "non-employment work arrangement". Thinking outside of the box to leverage partners on a project, crowd sourcing a complex problem, or running a business primarily on a contract workforce will challenge traditional thinking on pay, benefits and rules of engagement in the "workplace". In a simple approach, Lead the Work outlines alternatives and provides provocative solutions to these varied approaches.
As an HR leader, considering how to reconsider the work arrangement to meet business strategies will be one of the biggest work transformations in the 21st century. With the shifting economies and permeable boundaries around "work" across the globe, harnessing this new talent pipeline will be a challenge. It will also be a competitive advantage if done well. This is a must read for HR leaders and CEO's alike. While these creative approaches not only save money and infrastructure, companies can also become a global employer of top talent attracting and retaining this talent when they need it and for however long they need it to complete desired tasks. The ability to attract and reduce talent in a healthy open way will allow the company to retain a top talent brand while being profitable.
"So if you desire more leverage, becoming and staying a 'best place to work', and addressing the competitive talent landscape to harness the best talent for the right problem, then Lead the Work is a must read. It will get you thinking about possibilities and push us further into the new way of work."
Pat Wadors, Senior Vice President, Global Talent, LinkedIn
From the Back Cover
"If you are a corporate officer, investor or manager, read this book to understand how to lead and engage the new workforce. Share the book with your HR leaders, and discuss how you can work with them to optimize the opportunities, and avoid the pitfalls, of the new global workplace."
From the Foreword by Diane Gherson, Senior Vice President, Human Resources, IBM
"The workplace is undergoing a profound transformation. John, Ravin, and David demonstrate how work is evolving, and detail what managers need to do differently to win the war for talent. This book is a practical map for managers and employees."
Maynard Webb, Founder of the Webb Investment Network and Chairman of the Board at Yahoo!
"Lead the Work offers a thoughtful framework for understanding and managing the rapidly evolving nature of how work gets done. While forward looking in its approach, it captures important and practical insights for CEOs operating in today's environment as well."
Douglas A. Milroy, Chairman and Chief Executive Officer, G&K Services, Inc.
"Free Agent Nation is fast becoming Free Agent World. And in this smart, compelling book, a trio of sharp minds provides the intellectual GPS you'll need to find your way. If you're interested in the future of work, this book is an essential read."
Daniel H. Pink, author of Free Agent Nation and Drive
"The world of work is changing in just about every way. There are big obvious shifts like globalization and the impact of technology and emerging trends around value and purpose that make us rethink what we are trying to accomplish. Lead the Work is a wonderful combination of theory and practice that explores these changes. It helps us understand what is happening and the 'new choices' we have to innovate and execute. How do we use partners and customers? How can technology source skills from within our own organization? How can work be dissected to be more responsive and fast? John, Ravin, and David help us all be more aware of these fundamental changes and more prepared to make informed and deliberate decisions in this new world of work."
Scott Pitasky, Executive Vice President and Chief Partner (Human) Resources Officer, Starbucks
"Leadership has become more collective, boundaryless and democratic. A big reason is that work is no longer done only by your employees, but by a vast global community that works in very different ways, and expects very different things. Lead the Work describes a pivotal change in how organizations and workers will engage, a shift as tectonic as past evolutions like online commerce, the sharing economy, and social media. The book draws on engaging stories, scholarly evidence, and best practices from leading organizations, and the decades of experience of its authors. If this evolution in work hasn't reached your organization yet, it will, and its progress will be exponential. This book will help you get ahead of the curve to navigate this new world."
Adam Grant, Professor, Wharton School of Business, University of Pennsylvania, and New York Times bestselling author of Give and Take
Top customer reviews
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You are challenging us to think about "de-constructing" work and bringing free lance and flexible modes of getting things done into a real consideration. It is tantalizing for sure and then you have chapter 5 which talks about how to decide what is right for your culture. Leave it to John to bring us evidence based and logical ways to look at optimizing these possibilities. This is a must read chapter for sure...and the entire book is something you want to give to your line leaders, your CEO and all HR talent driven leadership.
* General managers who work with HR managers.
* HR managers.
* Anybody who doesn't have a secure job but yet has skills and hard work to offer to companies.
The greatness of this book is it's interpretation of trends in employment. Generally, employment has a lot of expenses associated with it and it implies that the workers will always have projects and tasks to work on. But the organization is increasingly having trouble keeping up with those barriers. Employment taxes are sky high. And the business environment changes so rapidly that nobody can guarantee that there will be steady work available to each employee. (There are exceptions; some people have steady jobs but not most anymore.)
The authors offer a new way of thinking that frees up the human resources function to make the prevailing economic forces work for their companies. That is, one must learn to see workers as transitioning through the company based on projects that they work on. The workers in turn many build a portfolio of work that helps them to always get the next "job." It's not a job in the traditional sense; it's contract work.
Note, the authors aren't advocating that companies take advantage of workers by turning them into temps. They're saying what most of us subconsciously know, and getting it out in the open. Knowledge is a form of power; the reader is empowered if only to stop relying on hope. Outside of certain situations such as possibly government employment, there is no hope for a permanent job for the vast majority of citizens. We must perceive this reality so that we may learn in our unique ways how to adapt.
Its premises – that most people will be working independently and even outside of traditional workspaces – will disturb many people.
This is not a quick read. I found it challenging because I and have been the “detached worker of the future” for almost three decades and didn’t know I was the wave of the future. I just thought I was self-employed, a freelancer.
In fact, according to the authors, the workforce at large will soon be composed of independent workers bound to those who pay them by a variety of mechanisms, including contracts, work-for-hire arrangements and so on. The concept of “employee” will dramatically change, if not disappear altogether. Business enterprises will be composed of an ever-shifting sea of people hired for specific purposes for varying durations under differing terms.
While written primary for Human Resource managers, this book is worth reading for employees with specialist skills and managers for the future the authors speak of here may very well be their future.
I will be coming back to this book for a second reading: it depicts a new world of relationships that I think will affect nearly all who “work” for a living.