Powerful - Patty McCord

Powerful

Patty McCord

出版社

Missionday

出版时间

2018-01-24

ISBN

9781939714114

评分

★★★★★
书籍介绍
Named by The Washington Post as one of the 11 Leadership Books to Read in 2018 When it comes to recruiting, motivating, and creating great teams, Patty McCord says most companies have it all wrong. McCord helped create the unique and high-performing culture at Netflix, where she was chief talent officer. In her new book, Powerful: Building a Culture of Freedom and Responsibility, she shares what she learned there and elsewhere in Silicon Valley. McCord advocates practicing radical honesty in the workplace, saying good-bye to employees who don't fit the company's emerging needs, and motivating with challenging work, not promises, perks, and bonus plans. McCord argues that the old standbys of corporate HR--annual performance reviews, retention plans, employee empowerment and engagement programs--often end up being a colossal waste of time and resources. Her road-tested advice, offered with humor and irreverence, provides readers a different path for creating a culture of high performance and profitability. Powerful will change how you think about work and the way a business should be run.
AI导读
核心看点
  • 源自美国畅销音频系列,首次以书籍形式呈现
  • 十步渐进式学习法,系统掌握3500个核心词汇
  • 不仅教释义,更涵盖词源、用法及发音细节
适合谁读
  • 希望突破瓶颈、提升高级词汇量的英语学习者
  • 备考GRE等标准化考试,需扩充难词储备的考生
  • 渴望改善语言表达,提升职场沟通质量的成年人
读前提醒
  • 坚持每日固定时间阅读,建立稳定的学习常规
  • 按难度顺序循序渐进,切勿急于求成或跳级
  • 遵循常规、重复、复习三原则,巩固记忆效果
读者共识
  • 完胜传统死记硬背类单词书,学习体验极佳
  • 结合音频同步学习效果最佳,记忆深刻牢固
  • 不仅是工具书,更是提升语言思维的神作

本导读基于书籍简介、目录、原文摘录、短评和书评生成,不等同于全文精读。

精彩摘录
  • "Jot down three or four words you want to use on a given day, and on the way to work imagine a conversation with a coworker in which you use them, or try to incorporate them into a letter or report you have to write...Finally, if you encounter a new word in your reading and the passage in which you f"
  • "Don't try to use a new word too soon, before you have studied it and tested it repeatedly in your mind. Wait until you feel entirely comfortable with a word;otherwise you run the risk of misusing it and embarrassing yourself Don't use a new word just for the sake of using it. If you suspect that a f"
  • "The final and very important "don't" is don't use your vocabulary to impress people. That's like flashing a wad of bills to show everyone how flush you are. The person who shows off with words only annoys or intimidates others... When choosing your words, always consider the intelligence, education,"
  • "To sum up:I encourage you to read this book for a set amount of time each day, read it straight through, and always review what you've learned before moving on."
  • "One last thing to remember:Don't rush. Take your time. Your rate of improvemen is related less to how fast you cover the material and more to how thoroughly you study the material step-by-step in order of difficulty."
  • "Building your vocabulary is the primary goal of this program,and research has shown that the most effective way to build your word power rapidly and permanently is to learn words in their order of difficulty.Certain words are harder than others;therefore it stands to reason that you have to know the"
  • "Each level of Verbal Advantage focuses on specially selected "keywords" essential to educated discourse. But those words constitute only a fraction of what you'll learn from this book.Carefully study all the keyword discussions and you will learn scores of useful related words and a plethora of chal"
  • "Verbal Advantage will boost your vocabulary and enhance your verbal skills,but remember that your verbal development did not start with this book and it should not end with it."
作者简介
Charles Harrington Elster is a writer, broadcaster, and logophile—a lover of words. He is the author and narrator of the audio vocabulary-building program Verbal Advantage and the book by the same name. His other books include Tooth and Nail and Test of Time, vocabulary-building novels for high school students preparing to take the college entrance exams; There's a Word for It, a lighthearted look at unusual—and unusually useful—words; and The Big Book of Beastly Mispronunciations, which William Safire of The New York Times hailed as "the best survey of the spoken field in years." In 2005 Harcourt published What in the Word? Wordplay, Word Lore, and Answers to Your Peskiest Questions About Language, and in 2006 Houghton Mifflin released the second edition of The Big Book of Beastly Mispronunciations, featuring nearly 200 new entries. Charlie was pronunciation editor of the seventh and eighth editions of Black's Law Dictionary and a consultant for Garner's Modern American Usage. He is a guest contributor to the "On Language" column of The New York Times Magazine, and his articles have appeared in the Boston Globe, the Wall Street Journal, the Los Angeles Times, the San Diego Union-Tribune, and other publications. Charlie has also been talking about language on the radio since 1985. He has been interviewed on NPR’s Talk of the Nation, Weekend Edition, and All Things Considered and been a guest on hundreds of radio shows around the country. For five and a half years he cohosted a weekly public radio talk show on language called A Way with Words. Charlie was born in New York City in 1957 and earned his B.A. cum laude from Yale in 1981. He lives in San Diego with his wife and two daughters.
用户评论
Patty和Netflix一起打破了许多大公司约定俗成的bullshit,看完有一种如果我们公司也可以这样就好了的感觉。
算是人力资源的乌托邦吧
要做到 Netflix 当然不容易,但也不是所谓的乌托邦吧?
将责任与自由同时赋予员工对于组织管理而言是一种艺术,作者不喜欢“enpower”这个词,更倾向于创造环境、提供资源的同时提示员工你有足够的“power”;最后几章可参考的价值不高,读完后谷歌了下书中提到的Culture Deck,说实话读完那个PPT的收获可能比读这本书还高一些。
推荐这本书。一,在同类型书籍中属废话少的,观点简洁,几乎不重复。二,我曾经认定,只有人人挤破脑门去服务的顶级公司这些HR的观点才有效。直到我也遇见了一些顶级或有相当潜力的人才并与之愉快的共事,我开始检讨自己的浅薄,并在阅读的过程中频频点头。
一种企业文化:职员享有工作自主权并负起工作责任。
Advice for all working people- to stay limber, to keep learning new skills and consider new opportunities. Companies should encourage people to take charge of their own growth, making use of the learning resources the company affords them and making their own way, whether that means rising with the company or seizing a great opportunity elsewhere.
比no Rules Rules 还是差不少
关于“honest feedback”和“everyone knows the business"的部分我觉得挺受益的;关于”我们只招成熟的员工”,“待遇和福利都是浮云只要员工真心热爱就会拼命输出”和“技能不再匹配了就应该换人”,hmmm总感觉有一丝丝危险...
讲述的更像是hr如何发挥最大的功能,没有看出来Netflix怎样培养freedom的,除了报销和工资比较自由以外,作者也说了google培养的才是个体创新,Netflix需要的是在自己的岗位上面干得好的人,如果不喜欢Netflix的strategy可以滚蛋,去自己能发挥的地方。另外艺术创造却是需要更多的自由,不过这是Netflix商业模式特殊的地方,别的公司也没法学。还讲了一些别的地方也看得到的管理学大道理,比如maxium output, continous feedback based on fact
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