DAVID BURKUS is a best-selling author, an award-winning podcaster, and management professor. In 2015, he was named one of the emerging thought leaders most likely to shape the future of business by Thinkers50, the world’s premier ranking of management thinkers.
His latest book, Under New Management, reveals the counterintuitive leadership practices that actually enhance engagement and drive performance in companies. He is also the author of The Myths of Creativity: The Truth About How Innovative Companies and People Generate Great Ideas. David is a regular contributor to Harvard Business Review and Forbes. His work has been featured in Fast Company,Inc., the Financial Times, Bloomberg BusinessWeek, and on CBS This Morning.
David’s innovative views on leadership have earned him invitations to speak to leaders from a variety of organizations. He’s delivered keynote speeches and workshops for Fortune 500 companies such as Microsoft, Google, and Stryker; at in-demand conferences such as SXSW and TEDx events; and to governmental leaders and military leaders at the U.S. Naval Academy and Naval Postgraduate School. He’s also the host of the award-winning podcast Radio Free Leader.
When he’s not speaking or writing, David is in the classroom. He is associate professor of management at Oral Roberts University, where he teaches courses on organizational behavior, creativity and innovation, and strategic leadership. In 2015, David was named one of the Top 40 under 40 Professors Who Inspire. He serves on the advisory board of Fuse Corps, a nonprofit dedicated to making transformative and replicable change in local government.
David lives in Tulsa with his wife and their two boys.
Under New Management: How Leading Organizations Are Upending Business as Usual
by David Burkus
eBook
-
ISBN-13:
9780544631601
- Publisher: Houghton Mifflin Harcourt
- Publication date: 03/15/2016
- Sold by: Houghton Mifflin Harcourt
- Format: eBook
- Pages: 288
- File size: 2 MB
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“Makes a provocative case that you should put customers second, close open offices, and ditch performance appraisals.”—Adam Grant, best-selling author of Originals
“Under New Management is a lively, provocative must-read.”—Whitney Johnson, author of Disrupt Yourself.
Why accepted management practices don’t work—and how innovative companies are changing the rules
Should your employees know each other’s salaries? Is your vacation policy harming productivity? Does your hiring process undermine your team? David Burkus argues that the traditional management playbook is full of outdated, counterproductive practices, and he reveals how the alternative management revolution has already started at companies like Netflix, Zappos, Google, and others. Burkus investigates behind their office doors to show how these companies are reevaluating and reinventing the most basic management principles, like hiring, firing, vacation policy, and even office floor plan, and enhancing their business’s success as a result.
“Is your company ready for a radical departure from twentieth-century management standards? David Burkus has collected the stories of dozens of companies that are standing the old rules on their heads. Even better, Burkus shows how you can do it, too.”—Daniel H. Pink, best-selling author of Drive and To Sell Is Human
“If you are going to read one book on being a better manager in the next year, start here. David Burkus has assembled the most practical research and provocative ideas into an incredibly quick read.”—Tom Rath, best-selling author of StrengthsFinder 2.0
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In this thought-provoking business book, Burkus, an associate professor of management at Oral Roberts University, asserts that many historical management practices are no longer relevant in today's workplace. In easily readable chapters, he challenges conventional thinking and offers "redesigned management tools," writing that they may "seem odd compared to business as usual, but the truth is that business isn't usual anymore." Burkus outlines the techniques some companies have introduced to lower stress and increase productivity, such as eliminating internal email, prioritizing employees over customers, allowing unlimited vacation time and employee-designed workspaces, and even doing away with bosses. He adds credibility to his suggestions with examples of leading companies such as Netflix, Starbucks, and Wegmans that have embraced management innovation. Berkus admits that the practices and policies profiled here won't work for everyone, but he intends the book's case studies to provide "validation for leaders everywhere to start experimenting." Managers looking for ways to engage their workforces and improve productivity will find Burkus's work a helpful guide. (Mar.)
“Is your company ready for a radical departure from twentieth-century management standards and a bold move into a new approach? In Under New Management, David Burkus has collected the stories of dozens of companies that are making this journey. They’re standing the old rules on their heads and running their businesses with refreshing amounts of transparency and autonomy. Even better, Burkus shows how you can do it, too.” —Daniel H. Pink, best-selling author of Drive and To Sell Is Human “I can’t stop raving about Under New Management to friends and colleagues. If you are going to read one book on being a better manager in the next year, start here. David Burkus has assembled the most practical research and provocative ideas into an incredibly quick read.” —Tom Rath, best-selling author of Strengths Finder 2.0 “In Under New Management, Burkus hauls twentieth-century management ideas to the scrap heap while revealing counterintuitive practices that will drive organizational performance in the back half of the twenty-first century. And like any good manager, he under-promises and over-delivers. Under New Management is a lively, provocative, must read.” —Whitney Johnson, Thinkers50, World’s Most Influential Management Thinkers, and author of Disrupt Yourself: Putting the Power of Disruptive Innovation to Work “David Burkus challenges established management principles and reveals the counterintuitive practices that really drive organizational performance. Under New Management makes a provocative case that you should put customers second, close open offices, and ditch performance appraisals.” —Adam Grant, Wharton professor and New York Times best-selling author of Give and Take and Originals “Under New Management dares us to rethink some of our most closely held assumptions about management—should we fire managers? Pay people to quit? Celebrate departures? Burkus masterfully questions so-called “best practices” and illustrates how today’s leading companies are unleashing human talent. If you want to stay ahead in the new game of work, read this book!” —Liz Wiseman, best-selling author of Multipliers and Rookie Smarts On Seinfeld, perpetual screw-up George Constanza eventually realized that since every impulse he had turned out to be wrong, if he simply did the opposite he would succeed. In David Burkus’s brilliant follow-up to the Myths of Creativity, he proves (with data!) just how well that same bit of logic applies to modern management. Get rid of your e-mail, open offices, and performance reviews. Let people take vacation whenever they want, and pay them to quit. If what you’re doing isn’t working, Burkus will show you what does.” —Heidi Grant Halvorson, best-selling author of No One Understands You and What to Do About It
Burkus (management, Oral Roberts Univ.) confirms that open-floor plans, annual performance reviews, and internal email might be doing more harm than good. This exploration of disruptive practices in personnel management considers 13 different approaches companies can take to change the way they interact with employees. Using examples from both established Fortune 500 companies and start-ups to show how innovative practices are improving satisfaction in the workplace, Burkus also explains why it makes sense from a management perspective that companies such as Zappos, Amazon, and Riot Games offer new employees monetary incentive to quit within the first month. He further outlines the rationales behind strategies such as making salaries public, offering unlimited vacation and parental leave, providing sabbaticals, rethinking organizational charts, and banning noncompete clauses. While the book ignores any potential downside to these methods, it provides a compelling argument on why employees—not customers or stockholders—should come first. VERDICT This recommended title will appeal to business readers seeking examples of companies that are harnessing the power of autonomy and transparency.—John Rodzvilla, Emerson Coll., Boston