第1章
Rethinking the Rules: When Traditional Management Fails Modern Business
Have you ever wondered why so many workplaces feel stuck in the past? In 1898, Frederick Winslow Taylor introduced "scientific management" at Bethlehem Iron Company, viewing workers as "cogs in the machine" needing strict oversight. His 1911 book "Principles of Scientific Management" revolutionized business practices worldwide and spawned management techniques still used today. But as work evolved from manual to knowledge-based, these industrial-era tools became increasingly mismatched to creative work. Netflix CEO Reed Hastings acknowledges we're "just beginning to learn how to run creative firms," while forward-thinking organizations are abandoning traditional management for approaches better suited to today's workforce. David Burkus' "Under New Management" has become required reading in progressive business schools and a favorite of executives like Adam Grant and Daniel Pink, who praise its evidence-based challenge to outdated management orthodoxy.
第2章
The Email Paradox: Why Limiting Communication Increases Productivity
In 2011, Thierry Breton, CEO of technology company Atos SE, made a shocking announcement: he was banning email across his 70,000-employee organization. He called the 100 billion daily emails "pollution" that distracted employees from meaningful work. Despite being a technology firm, Atos replaced internal email with a social network built around 7,500 open communities. The results were remarkable - email volume dropped by 60%, collaboration improved, and employees reported higher productivity. Operating margins increased from 6.5% to 7.5%, and administrative costs declined by 15%. The transformation took three years but created lasting cultural change, with 74% of employees embracing the new system.
Other tech leaders quickly recognized similar patterns in their organizations. Evernote's Phil Libin discovered employees spent an average of 3.5 hours daily on email, with only 12% of messages requiring immediate attention. Atlassian's Jay Simons found that email threads longer than five replies resulted in miscommunication 64% of the time. South American travel site el Mejor Trato banned internal email, resulting in 32% faster project completion times and a 46% reduction in meeting duration. The research supports these moves: the average employee spends 23% of their workday on email, checking it 36 times hourly, with studies showing email cutoffs significantly reduce stress and improve focus. Each email interruption requires 64 seconds to resume the previous task fully.
While complete bans might seem extreme, researchers like Gloria Mark at UC Irvine suggest moderation may be sufficient. Her studies show that people check email 74 times on average per day, leading to increased heart rate variability and stress markers. University of British Columbia studies found limiting email checks to three times daily reduced stress as effectively as relaxation techniques, lowering cortisol levels by 23%. The problem isn't email itself but how it increases multitasking, which fragments attention and creates cognitive overload as people switch between tasks, reducing IQ by up to 10 points temporarily.
Several companies have implemented creative limits: Volkswagen configured servers to stop sending emails 30 minutes after workday end, reducing overtime by 23% and improving work-life satisfaction scores by 45%. This practice was later adopted by Germany's Labor Ministry and influenced national labor laws. French labor unions negotiated mandatory disconnection periods for technology workers, establishing "right to disconnect" policies between 9 PM and 7 AM. Most innovatively, Daimler created a "Mail on Holiday" system that automatically deletes incoming emails during vacation, asking senders to resend later or contact an alternative person. Their employee satisfaction scores increased by 34% after implementation. The research is clear - after-hours emails make employees angry and interfere with personal relationships, particularly when perceived as negative or time-consuming, with studies showing a 42% increase in reported relationship strain when work email regularly interrupts personal time.
第3章
The Inverted Pyramid: Why Employee Satisfaction Drives Customer Loyalty
In February 2006, Vineet Nayar, CEO of HCL Technologies, shocked 300 customer representatives by announcing that taking care of customers was no longer his top priority and that HCLT would even fire some customers. This "employees first, customers second" strategy emerged after careful reflection by Nayar and his leadership team. Having joined HCLT in 1985 when it was a $10 million startup, Nayar had founded Comnet within the parent company, helping HCLT grow to a $5 billion IT service provider by 2000.
Despite 30% annual growth, HCLT was losing ground to competitors growing at 40-50% and facing 17% turnover rates. Two pivotal customer interactions showed Nayar that value was created at the frontline where employees directly served customers. To transform HCLT, he inverted the hierarchy by making managers accountable to frontline employees through a ticket system and creating transparency through open 360-degree feedback. By 2009, HCLT was ranked India's best employer, with tripled revenue and doubled market capitalization.
Nayar's approach wasn't entirely new. Twenty years earlier, Harvard professors had developed the "service-profit chain" model explaining how the most profitable service companies succeed. Their research showed that profit and growth are driven by customer loyalty, which stems from customer satisfaction, which comes from high perceived value of service, which results from productive employees, whose productivity depends on their own satisfaction. Simply put: profits flow from customer loyalty, which flows from employee satisfaction, which comes from putting employees first.
A synthesis of 28 studies by Steven Brown and Son Lam confirmed this link across 6,600 employees and customers, showing that employee satisfaction directly impacts customer perceptions of quality regardless of whether interactions are ongoing or one-time transactions. Further research by Richard Netemeyer's team demonstrated that managers' actions significantly influence this chain, supporting Nayar's organizational flip.
Wegmans Food Markets exemplifies employee-first principles through extensive commitments: a no-layoff policy, hiring based on passion for food, and investing up to 55 hours of training before customer interaction. The company builds trust through comprehensive benefits including health insurance and education funding, spending over $4 million annually on tuition assistance. This investment pays off-Wegmans enjoys half the industry turnover rate and 50% higher sales per square foot than competitors.
第4章
Trust Dividend: How Unlimited Vacation Policies Boost Productivity
Companies are questioning why offices that don't track hours worked should track days not worked. Traditional vacation policies with fixed days off are industrial-age holdovers that limit employee engagement. At Netflix, a collision between their honor system and regulatory requirements after going public led to an innovative solution. When auditors claimed Sarbanes-Oxley required formal tracking of employee time off, Reed Hastings questioned why they tracked days not worked when they didn't track extra hours worked. Finding no legal requirement for specific vacation policies, Netflix eliminated their policy entirely, allowing employees to take as much time as needed while still acting responsibly.
Trust is the foundation of vacation non-policies. Neuroscientist Paul Zak discovered that trust might be chemical - specifically related to oxytocin, the "bonding hormone." Through investment game experiments, Zak found that when people are trusted, their oxytocin levels rise, leading to more trustworthy behavior in return. This creates a positive cycle where trust breeds more trust. Zak recommends companies adopt trust-based policies like unlimited vacation, as they can raise oxytocin levels, increasing both trust and productivity in the workplace.
The Tribune Publishing case reveals how trust determines unlimited vacation policy success. Their failed implementation required employees to exhaust previously accrued vacation days before using the new system, which employees saw as the company stealing their earned time. Despite CEO Jack Griffin's eventual reversal of the policy, the damage was done - trust was broken.
By contrast, Windsor Regional Hospital successfully implemented unlimited vacation for 300 non-unionized employees in 2011. CEO David Musyj used the policy to address two problems: employees not taking enough time off and vacation days blocking recruiting efforts. Despite initial skepticism about implementing such a policy in a hospital setting, it worked brilliantly. Staff returned from vacations more energized, collaborated better on scheduling, and developed stronger teamwork. The policy also improved recruitment and reduced turnover.
第5章
The Commitment Paradox: Why Paying People to Quit Strengthens Loyalty
At Zappos, new employees receive "the offer" during their third week of training: $4,000 to quit immediately, no questions asked. This unusual practice, implemented by CEO Tony Hsieh, tests whether employees value money more than being part of the Zappos culture. Despite the substantial sum (roughly a month's salary for entry-level workers), fewer than 1% of trainees accept the offer, demonstrating the power of cultural alignment over short-term financial gain.
Paying people to quit works through multiple psychological mechanisms. First, it screens out individuals who would likely leave anyway by addressing the "sunk costs fallacy" - our tendency to continue investments even when they're no longer rational. When people realize they've made a mistake joining a company, they often stay anyway because they've already invested time and effort. Economists Hal Arkes and Catherine Blumer demonstrated this through studies where participants chose more expensive ski trips over more enjoyable alternatives simply because they'd already invested in equipment. Similarly, people often continue watching movies they dislike or finish meals they're not enjoying due to sunk costs.
The second reason quitting bonuses work is cognitive dissonance - when employees reject money to leave, they unconsciously strengthen their belief that they must truly love their job, increasing engagement and commitment. This psychological principle has been demonstrated in numerous studies, including classic experiments where participants who endured difficult initiations valued group membership more highly. At Zappos, employees who decline "the offer" show measurably higher engagement scores and longer tenure than industry averages.
When Amazon acquired Zappos in 2009, it adopted and enhanced "the offer" as "Pay to Quit." Unlike Zappos's one-time $4,000 offer during training, Amazon extends the offer annually to fulfillment center workers, starting at $2,000 and increasing by $1,000 yearly until reaching $5,000. This graduated approach addresses increasing sunk costs as employees invest more time with the company. The program has been particularly effective in Amazon's fulfillment centers, where turnover traditionally runs high.
Riot Games took this concept further with "Queue Dodge," offering software engineers 10% of their annual salary (up to $25,000) to quit within their first 60 days. This higher amount reflects both the competitive tech labor market and the high cost of retaining mismatched employees in specialized roles. The company reports that Queue Dodge has improved team cohesion and reduced long-term turnover by identifying cultural misalignment early.
Whether $4,000, $5,000, or $25,000, these programs create a win-win scenario: they work both when employees accept (preventing disengaged workers from causing damage and saving long-term costs) and when they decline (reaffirming commitment and increasing engagement). Companies implementing similar programs report improved retention rates, higher employee satisfaction scores, and stronger cultural alignment, demonstrating that sometimes paying people to leave actually makes them more likely to stay.
第6章
Transparency Revolution: How Salary Openness Creates Fairness
While sharing salaries might raise privacy concerns, research suggests pay secrecy actually damages employee performance and creates workplace distress. Dane Atkinson, a serial entrepreneur, admits he previously exploited salary secrecy to his advantage, paying employees with identical qualifications different amounts based on negotiation skills. He would deliberately avoid telling candidates who requested lower salaries that they were undervaluing themselves, allowing his company to acquire talent at a discount - a practice he now recognizes as "abusive" though one that pleased investors as a "shareholder value tactic."
Salary transparency isn't new - Whole Foods has allowed employees to look up everyone's salaries since 1986. Research strongly supports this approach. Cornell and Tel Aviv University researchers found pay secrecy decreases employee performance, especially among high performers who can't see clear links between pay and performance. In a separate study at Middlebury College, revealing relative earnings actually increased performance, particularly among top performers. These findings align with John Stacey Adams' equity theory from the 1960s, which shows employees constantly seek information about peer compensation to maintain perceived fairness between their inputs (performance) and outputs (pay). When employees feel underpaid, they experience distress and often reduce their effort to match their perceived rewards.
While transparency is beneficial, implementing it too quickly can cause chaos. When California's "right to know" law suddenly exposed state employee salaries in 2008, researchers found those who discovered they were paid below median became more dissatisfied and likelier to seek new jobs. This aligns with equity theory - perceived unfairness creates distress. Before going transparent, companies must ensure pay is actually fair. Buffer gave nearly everyone raises when implementing their formula. SumAll initially announced new hires with their salaries via email but stopped when employees found it distracting. Whole Foods still has salary disagreements, but these spark productive conversations about value and compensation. Joel Gascoigne recommends starting small: "Experiment with transparency in a small way. You don't have to go as far as posting everyone's salary on the blog." Even sharing just the pay formula or where employees fall within ranges can improve fairness perceptions and boost performance.
第7章
Freedom to Innovate: Why Banning Noncompetes Accelerates Growth
Noncompete clauses have expanded from protecting high-level corporate secrets to restricting even low-wage workers, with increasingly questionable applications. These agreements prevent employees from working for competitors or starting competing businesses for a specified period after leaving.
Noncompete clauses have expanded to absurd extremes. Nineteen-year-old Colette Buser lost a summer job because her previous employer, LINX summer camp, had a noncompete preventing her from working at any competing camp within ten miles of their thirty locations for a year. LINX's owner defended this by comparing camp counselor training to tech intellectual property. Even more extreme, Jimmy John's required employees to sign agreements preventing them from working anywhere that derived even 10% of revenue from sandwiches within three miles of any Jimmy John's location - affecting 6,000 square miles across 44 states. Most shockingly, Mars Hill megachurch required pastors (even volunteers) to sign agreements preventing them from ministering within ten miles of any Mars Hill location. This overreach contributed to the church's eventual dissolution.
The supposed rationale for noncompetes is protection of employer investments in employee development, but research reveals they actually harm all stakeholders. A compelling case study compares Silicon Valley's explosive growth to Route 128 in Boston's decline. Though Route 128 initially had three times more jobs, Silicon Valley soon grew three times faster. The key difference? California banned noncompetes since 1872. AnnaLee Saxenian's 1994 study found Silicon Valley companies operated more openly with flatter structures and greater employee mobility, creating rich networks for idea transfer. When Michigan repealed its noncompete ban in 1985, researchers tracked a significant brain drain as inventors fled to states without such restrictions. Surprisingly, when employees move between firms, both companies benefit through cross-pollination of ideas, with departing employees creating valuable knowledge bridges between organizations - especially between distant firms that wouldn't otherwise connect.
第8章
Beyond Performance Reviews: Feedback That Actually Improves Work
Performance appraisals have long been considered essential to management, but evidence suggests they may actually hinder performance improvement. Smart leaders are abandoning traditional evaluation structures for more effective approaches.
Performance management originated in the 1930s when Elton Mayo's Hawthorne Works study revealed that productivity correlated with employees feeling their managers cared about their success. These informal coaching sessions evolved into formal reviews after the Performance Rating Act of 1950 mandated annual evaluations for federal employees. The critical shift came in the 1980s when Jack Welch popularized "stack ranking" at GE, forcing employees into a bell curve with lavish rewards for the top 20%, minimal investment in the middle 70%, and potential termination for the bottom 10%. Despite widespread adoption, research shows these systems fail spectacularly - a 2013 survey found 95% of managers and 90% of HR professionals dissatisfied with traditional evaluations. Stanford's Bob Sutton compared them to a drug that wouldn't receive FDA approval due to side effects. Research by Satoris Culbertson revealed that even growth-minded employees react negatively to less-than-expected ratings, challenging the fundamental logic of performance reviews.
Companies are increasingly abandoning traditional performance reviews for more effective approaches. Microsoft eliminated its notorious stack-ranking system in 2013 after it created a toxic culture where team members competed rather than collaborated, innovative ideas were suppressed, and top talent fled. They replaced it with frequent "Connects" focused on feedback and development. Lear Corporation switched to quarterly feedback discussions disconnected from compensation decisions, eliminating individual raises in favor of company performance-based bonuses. Motorola abandoned label-based ratings and forced ranking after its mobile division spinoff, implementing ongoing feedback conversations that reduced review time by 50-70%. Expedia eliminated ratings in 2010 after finding they dominated discussions, replacing them with informal one-on-ones focused on improvement and career planning. While complete abandonment of formal reviews remains uncommon, these companies demonstrate that performance improvement is possible without counterproductive rating systems by creating approaches tailored to their specific organizational needs.
第9章
Collective Intelligence: Why Team-Based Hiring Produces Better Results
Most managers hire by screening resumes and conducting interviews with individual candidates, only to find many new hires don't perform as well as expected. The best leaders now bring their whole team into the interview process, recognizing that critical decisions should be made by those most affected by the outcomes. This collaborative approach leverages diverse perspectives and helps identify potential team dynamics issues that a single interviewer might miss.
Research increasingly demonstrates that individual performance is deeply interconnected with team dynamics, challenging the traditional view of talent as purely portable between organizations. Boris Groysberg's landmark study of Wall Street analysts provided compelling evidence of this phenomenon. Star performers who changed firms alone suffered a striking 20% performance drop that persisted even after five years - a finding that contradicted conventional wisdom about top talent being equally effective anywhere. However, when entire teams moved together in "lift-outs," they maintained their high performance levels, highlighting the crucial role of team context.
The quality of colleagues impacts individual success through multiple channels: information sharing networks, real-time feedback loops, shared client relationships, and collective reputation effects. High-performing teams create virtuous cycles where members elevate each other's work through complementary skills and shared knowledge. For example, in professional services firms, junior team members often learn critical skills through informal mentoring and observation of experienced colleagues - something that can't be replicated when hiring individuals in isolation.
Progressive organizations have developed innovative approaches to leverage collective intelligence in hiring. Whole Foods implements team voting for permanent hires, requiring new employees to receive a two-thirds positive vote from their prospective team members after a trial period. This ensures not just technical competence but genuine cultural alignment and team chemistry. Even companies with globally distributed workforces have found ways to make collaborative hiring work effectively.
Automattic, the company behind WordPress, transformed their hiring process after discovering that traditional methods led to a troubling failure rate, with up to one-third of apparently strong candidates struggling to succeed. Founder Matt Mullenweg realized conventional interviews were overly influenced by factors like presentation skills that had little correlation with actual job performance. This led to the development of their innovative "trials" system - paid working auditions lasting 3-8 weeks where candidates join real project teams.
During these trials, candidates tackle actual work alongside potential future colleagues, allowing both parties to evaluate fit based on genuine collaboration rather than theoretical scenarios. Team members provide detailed feedback on the candidate's technical skills, communication style, and ability to adapt to the company's unique remote work culture. While this intensive process may deter some candidates, the results speak for themselves: Automattic hires only 40% of trial participants but has achieved remarkable retention, with just 60 departures from 370 hires through 2014 - a success rate that far exceeds industry averages.
第10章
Reinventing Management: The Principles That Drive Innovation
Traditional management systems persist because they "work," but like the internal combustion engine's mere 30% efficiency, they capture only a fraction of human potential. This analogy is particularly apt - just as a car engine wastes 70% of its fuel energy through heat and friction, conventional management practices squander vast amounts of human capability through rigid hierarchies, demotivating policies, and outdated control mechanisms. While doubters defend these traditions, citing decades of economic growth and stability, they overlook the massive opportunity cost of untapped human potential.
The shift from industrial to knowledge work has fundamentally changed the fuel that powers organizations from physical labor to mental energy. In manufacturing, output was directly tied to physical presence and mechanical motion. Today's value creation depends on creativity, problem-solving, and innovation - inherently cognitive processes that resist traditional measurement and control. Yet most organizations continue applying industrial-era management principles to knowledge work, with predictably poor results. Gallup research shows only 13% of workers worldwide (30% in the US) are truly engaged - meaning organizations capture just a small percentage of available mental energy. This engagement crisis represents trillions in lost productivity annually.
As SumAll CEO Dane Atkinson brilliantly observed, "Great leaders don't innovate the product, they innovate the factory." This insight highlights how truly transformative leaders focus on redesigning the system itself rather than just its outputs. Companies like Gore, Morning Star, and Haier have radically reimagined organizational structures, eliminating traditional hierarchies in favor of self-managing teams. Buurtzorg revolutionized home healthcare by trusting nurse teams to organize themselves. These pioneers demonstrate how reimagining management can unlock extraordinary performance.
Today's visionary leaders are the Frederick Taylor equivalents for the knowledge era, designing systems that maximize mental rather than physical output. While Taylor studied physical movements to optimize factory efficiency, modern management innovators examine how organizational structures and practices either enhance or inhibit human potential. They're experimenting with concepts like radical transparency, distributed authority, and purpose-driven organization - creating environments where engagement and innovation naturally flourish.
The seemingly counterintuitive practices in this book represent experiments in building better organizational engines - ones that place people at the center. While these approaches may not work universally, even small improvements in engagement justify continued experimentation. Some companies have seen engagement scores double or triple after implementing more human-centric management systems. Others report dramatic improvements in innovation, customer satisfaction, and financial performance. Under new management paradigms that truly unleash human potential, we can do dramatically better than the status quo.
