This NY Times bestselling book about managing employees in the modern workplace offers one big idea. It’s not hard to understand and the book is filled with examples that are helpful and illuminating in varying degrees. Like most popular business and management books I’ve read, the “big idea” is driven home again and again, the content is a bit repetitive, the language is very easy to skim, and the book itself could have been one really great Harvard Business Review or Atlantic article, but was stretched to create a book instead. Fine, it is what it is. It’s still worth your time.
I’m giving this book 4 stars despite all that because the big idea here is a good one and one I hadn’t really put into words before. Here it is in summary: Modern employers do not offer workers loyalty anymore (did they ever, really?), workers don’t believe in loyalty for its own sake to an employer anymore (why should they?), jobs don’t last for decades anymore, careers change really fast now. It is therefore in everyone’s best interest to think of employment like “tours of duty.” Each project, position and working relationship can be considered in terms of a “tour of duty” rather than a lifelong commitment. We all know that jobs will end sometimes, yet most managers and employees have a weird reticence when it comes to discussing this fact frankly. (I cannot help but mentally apply this to dating.) Employers hate to openly acknowledge that their workers don’t belong to them – all employees are free agents. In turn, employees shy away from discussing this openly because it’s one of those things we don’t talk about, for fear of insulting someone or facing retaliation.
It would be wonderful if more managers thought this way and treated their employees like smart, independent free agents. The only problem is that not all employees are actually smart, pro-active, entrepreneurial and driven. If you make the mistake of hiring lazy people, or people who simply don’t think this way and instead WANT security, you will scare the pants off of them with this management style. Maybe this is good, if you really want to only hire and retain very creative and driven people. If you need some dependable people for long term less exciting roles, however, much of the advice in this book may not apply. Let’s be honest: Many jobs out there are necessary but don’t particularly light anyone’s entrepreneurial fire.
My caveat with this book: Consider the source – the founder of LinkedIn. If you work at a startup or some kind of creative fast-paced company where you manage mostly highly educated knowledge workers or sales people, great! If you ARE a driven knowledge-worker type, then I also recommend the book because it might help you better understand what you want out of your next work environment, and strategize around how to get it.
Book review: The Alliance, by Reid Hoffman