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Beyond Bullsh*t: Straight-Talk at Work, by Samuel Culbert
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Straight-talk at work! Grumblings in offices everywhere suggest that we crave more, but don't get often enough of it. Beyond Bullsh*t reveals the dynamics of bullsh*t and why it has become the corporate etiquette of choice. It also explains how telling it straight contributes to personal well-being and business success.
After decades of research and consulting, Samuel A. Culbert is convinced that straight-talk at work is possible. But it requires more than luck and willing people. Straight-talk is the product of thoughtful, caring relationships, built upon trust and commitment. There's no greater contribution to operational effectiveness and success than conversations in which people with conflicting viewpoints discuss their differences forthrightly.
Readers will be engaged and delighted as the text demystifies the obstacles to getting beyond bullsh*t and guides them in developing straight-talk relationships. Further details are available at www.straighttalkatwork.com.
- Sales Rank: #1761943 in Books
- Brand: Brand: Stanford Business Books
- Published on: 2008-03-17
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .80" w x 6.00" l, .92 pounds
- Binding: Hardcover
- 168 pages
- Used Book in Good Condition
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
"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
"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, Starbucks
"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
"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,University of South Florida
"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
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.
Most helpful customer reviews
12 of 12 people found the following review helpful.
Communication keys
By Michael P. Maslanka
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.
4 of 4 people found the following review helpful.
Candid perspective on a little-explored topic
By Jeffrey Standard
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".
5 of 6 people found the following review helpful.
Positive Leadership
By K. Miller Cantin
This is a must read book for anyone in an organization - even more so -- if you lead or aspire to lead in that organization!
Culbert's wise words and witty articulations help readers understand the organizational value of the straight-talk relationship and ways to frame discussion that can help foster more of "it".
His "I-speak" and the innovative performance "pre-view" process are a must read for any leader. Personally, I have found that I have been able to integrate and develop more substantially as an organizational and people leader since reading Culbert's book. It also helped me understand the mysteries of an organization that often felt frustrating.
Although new - this book is showing up in offices all over my organization and has already started to make a positive organizational impact: more straight-talk and trusting relationships and the dialogue to get there.
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