Good People, Bad Managers: How Work Culture Corrupts Good Intentions

by Samuel A Culbert

There's far more bad management behavior taking place today than the well-intentioned doling it out realize... and even more than those on the receiving end are aware of! There's little mystery about what good management entails; the biggest mystery is why people are calling this bad behavior "good enough." Today's managers work in a success and self-preservation mindset, which doesn't always translate to a productive and mission-oriented environment. Too many erroneous assumptions are involved when following the mainstream tenets of work culture, which sap morale, well-being, and performance at both the individual and organizational levels.

In Good People, Bad How Work Culture Corrupts Good Intentions , author Samuel A. Culbert makes readers aware of what bad habits are routinely followed by well-intended managers. Managers need to understand the causes for their constant distraction, become more aware of the negatives they inadvertently inflict, and the hollowness of the rationales they use to justify what they do. Company leaders, CEOs, and top tier managers need to become more aware of the ever-present concerns of their own workforce, implementing the management mentality they want in their company and then teaching their managerial employees how to absorb it.

Culbert offers practical advice for effecting this necessary cultural change in the workplace. Peppered with illuminating and helpful case studies throughout, this is the perfect guide for showing managers exactly how to conduct themselves more intelligently, and, as opportunities arise, in a manner that contributes to the common good.

Genres: Leadership, Business, Nonfiction

208 pages, Hardcover

Published May 29, 2017

Reviews

[Gina · Rating 3 out of 5]

I received this book as a First Read. The book is basically a long editorial piece. It has a few good points. It would've been better as a more objective piece with more facts, statistics, and case studies. It also would've been better had it used footnotes instead of endnotes at the end of each chapter.

[Frederick Sarpong · Rating 4 out of 5]

The author's two- way conversation: "what has your contribution to the company been? How has your work reflected our company’s values and goals? How have you helped other people to succeed? How have you changed your behaviour based on what you've learned?" and the two- way accountability is a must- try for all who wish to create a better and more productive working environment.

[Molly · Rating 3 out of 5]

The main takeaway is about the critical role of empathy in managing. Reading the book prompted me to think a good deal about my own work experiences, on both sides of the managerial relationship. If you are short on time, focus on parts 1 and 2.

[Felipe CZ · Rating 3 out of 5]

Many managers are distracted by pressures, and that is why they don't always support the people they manage. But by understanding and supporting the needs of others, we can have happier and more productive employees.

[Diego Spiniak · Rating 1 out of 5]

Preaching, repetitive, and superficial

This book is frustratingly repetitive, superficial, and has a preaching tone that is just too much. Better go to a medium blog and read for 5 min instead of wasting your time here.

[Rabia Ahmed · Rating 3 out of 5]

Tells what’s going on

This book outlines managerial culture. If you feel like you can’t see things clearly at work, how your boss actually feels about you etc, read this book. It doesn’t provide solutions for an employee.

[Tammie Smith · Rating 4 out of 5]

This is a great book to learn how to be a better manager. I found the chapter about sticking up for your employees the best. I recommend this book for anyone who would like to improve their work culture.


Thank you to Samuel A Culbert and Goodreads for this book.

[Jeevan Joseph · Rating 1 out of 5]

Absolute junk of a book. Apart from some anecdotal stories, there is not a lot of value that can be derived from the book- especially for the first time managers. I believe the tone was very opiniated and sounded preaching.

[Marlene · Rating 4 out of 5]

Very much liked the four questions laid out in the two-way conversation alternative to performance reviews.

[Scott · Rating 4 out of 5]

Brb, ordering copies to send to all of the atrocious people at the company I just left.