New Research Uncovers the 9 Misconceptions About Work
Recent research reveals that many widely held beliefs about work are actually myths—nine of which may surprise you. Have you ever sensed something wasn’t quite right in your workplace? If your instincts tell you that your experiences contradict popular notions, you might be reflecting on these nine commonly accepted falsehoods.
In the book Nine Lies About Work: A Freethinking Leader’s Guide to the Real World, researchers Marcus Buckingham and Ashley Goodall, Cisco’s Vice President of Leadership and Team Intelligence, outline a manifesto challenging the status quo in work environments.
The 9 Lies About Work
- People Care About the Company They Work For
- The Best Plan Wins
- The Best Companies Have Goals That Flow From One Level to the Next
- The Best People Are Multi-Ability
- People Need Feedback
- People Can Trustfully Evaluate One Another
- People Have Potential
- Work-Life Balance Is More Important
- Leadership Is a Reality
Focusing on Lie #5: People Need Feedback
Let’s delve into the fifth lie: People Need Feedback.
What underpins this misconception? The answer is simple: fear. There’s a pervasive worry that employees might not perform well, which in turn could reflect poorly on their leaders. This fear compels leaders to feel obligated to provide feedback, even when it may not be beneficial.
Goodall argues that for genuine growth and development, “giving feedback often does the opposite.” He explains, “When individuals feel they are being judged, their brains disengage from the conversation. If the brain isn’t engaged, learning opportunities are lost.” Therefore, leaders must adopt alternative communication strategies that inspire a desire to learn rather than invoke fear.
The Truth About What People Really Need
Goodall emphasizes that “people learn best when their work is recognized” and “when we exchange ideas about what has worked well.” Instead of focusing on feedback, leaders should celebrate team members’ achievements, responding positively to successful efforts with encouragement, such as a simple ‘well done.’
This approach not only reinforces the behaviors that led to success but also fosters professional development. As Goodall points out, it’s about encouraging team members to continue practicing what they excel at.
Ultimately, employees don’t seek feedback—especially negative feedback. What they truly need is more recognition and positive reinforcement for their strengths.
