Beyond Bullsh*t is about straight-talk at work - and the lack of it. It will help you to spot bullsh*t at work and avoid its negative consequences, whilst explaining how straight-talk contributes to personal well-being and business success.
Samuel A. Culbert is Professor of Management at UCLA's Anderson School of Management. Dr. Culbert's other books include Don't Kill The Bosses. He is the recipient of the American Association of Publishers' Best Management Book of the Year award and the Harvard Business Review McKinsey Award.
[ ! front cover copy ! ] Beyond BULLSH*T Samuel A Culbert Foreword by Warren Bennis Straight-Talk at Work [!kp logo] [! Stanford logo] [ ! spine ! ] [!stanford logo[ Culbert BEYOND BULLSH*T [ ! KP logo ! ] [! Front flap!] S traight-talk at work! Grumblings in offi ces everywhere suggest that there is not much that we crave more, but don't get often enough. 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. This book is for people who wonder what it's going to take to get rid of the constant deception and obfuscation that, at the end of the work day, leaves them feeling beaten up, confused, and even a little dirty. It is also for the people greeting them at home, wondering "What's going on that takes such a toll?" Pressed for an answer, many explain "It's all the bullsh*t I have to endure." Even people who disdain deception fi nd themselves involved in it. They respond to bullsh*t with more of the same. 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 a commitment to look out for one another's success. Culbert describes this brand of truthfulness as "a caring, other-sensitive, candor-ondemand, loyalty-producing, intimacy-escalating, give-and-take relationship, leading to enhanced (continued on back fl ap) [! Back flap!] continued from front fl ap) personal and organizational productivity." From an organizational perspective, there's no greater contribution to operational effectiveness and success than conversations in which people with confl icting viewpoints discuss their differences forthrightly. Readers will fi nd this book personal - which is unusual for a "business book"; they will think that many of the stories are about them. They will be engaged and delighted as the text demystifi es the obstacles to getting beyond bullsh*t, and guides them in developing straight-talk relationships at work. [!author image insert] TOM NEUWIRTH Samuel A Culbert is Professor of Management at the University of California, Los Angeles, Anderson School of Management. He is the author of fi ve previous books, including Don't Kill The Bosses! (2001). He is the recipient of the American Association of Publishers Best Management Book of the Year award and the Harvard Business Review McKinsey Award. Dr Culbert lives in Malibu with his wife and inspiration, Rosella Forte. Jacket Photograph: Christopher Bissell / Getty Images [ ! back cover copy ! ] talk - from their customers, employees and stakeholders. Sam Culbert's 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, Professor of Management Science and Engineering, Stanford University "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 fl ourished 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 "Beyond Bullsh*t is a wonderful book! Clever and clear, it's a tour de force on how to circumvent bullsh*t and when to talk straight at work." Walter Nord, Distinguished University Professor, University of South Florida GBP12.99 ISBN: 978-0-7494-5319-0 [!KP logo!] Kogan Page 120 Pentonville Road London N1 9JN United Kingdom www.koganpage.com Kogan Page US 525 South 4th Street, #241 Philadelphia PA 19147 USA [! Stanford logo!] Stanford Business Books An imprint of Stanford University Press Published in Association with Kogan Page [!insert barcode!] ISBN: 978-0-7494-5319-0 Business / Management 'This book helps us recognise office politics gone wrong, and encourages relationships built on trust and commitment.' Publishing News '... captivating ... Management books usually provide a depressing mirror image of the bullshit emanating from their subject matter, the workplace. Culbert's book is certainly a refreshing step beyond it.' Management Today "... this is a book about building 'straight talk' relationships at work, and it's very good at that." Supply Management 'I enjoyed being able to relate the book to many work situations, especially in the sections that focused on building and developing straight-talk relationships with your boss...' Human Resources '... no-nonsense office manual' Esquire "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
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