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The Seven-Day Weekend: Changing the Way Work Works Hardcover – April 12, 2004
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From Publishers Weekly
Semler, the Brazil-based CEO of Semco, believes corporations and employees can become successful by bucking tradition and thinking wildly outside the box. He attempts to explain Semcos success (a company with $212 million in annual revenue and "no official structure
no organizational chart
no business plan or company strategy") and how its principles can be applied in other companies to make working environments more appealing and opportunities for growth and achievement limitless. Nine chapters (one for each day of the week, as well as one for "Any Day" and one for "Every Day") explore the ways in which the traditional workweek stifles creativity and fosters distaste for working days. But Semler also looks at how to shake things up. The Wednesday chapter leads off with the following to-do list: attend a board of directors meeting; dump a deal rather than pay a bribe; tell the company it sucks. While Semlers ideas often seem counter-intuitive, the idea is not to provide specific guidelines but rather to encourage readers to view their organization and professional lives in a new way. The books premise is promising, but the actual steps to achieving a seven-day weekend still seem unattainable.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
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You'll leave this book with many great ideas to try in your business, but it's not a guidebook on how to implement them all next week. You'll have to do some trial and error to get that.
I still love it, but I would not recommend paying anything over $15 if you already read Maverick.
What I love most is that every chapter is one day of the week and he tries to tailor that chapter to something to do or learn on that day of the week.
They are treating their employees as "adults" and guess what? They are discovering that their employees behave as adults! Wow!
What's hard to understand for most people who are treated at their work as "children" (boss, may I do this, may I do that, etc., etc.), is that they actually behave as "adult-children"? All the resultant effects of the current and dying corporate system are totally predictable: low esteem, no initiative, fear, office politics, mismatch of talents and goals, etc., etc.
This is the revolutionary premise behind the success of what the 21st century "company" will look like.