Cy Wakeman

No Ego : How Leaders Can Cut the Cost of Workplace Drama, End Entitlementand Drive Big Results

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The New York Times bestselling author of Reality-Based Leadership rejects the current fad of "engaging" employees and the emotional drama of "meeting their needs"--returning leadership to leaders and productivity to businesses.

For years now, leaders in almost every industry have accepted two completely false assumptions--that change is hard, and that engagement drives results. Those beliefs have inspired expensive attempts to shield employees from change, involve them in high-level decision-making, and keep them happy with endless "satisfaction surveys" and workplace perks. But what these engagement programs actually do, Cy Wakeman says, is inflate expectations and sow unhappiness, leaving employees unprepared to adapt to even minor changes necessary to the organization's survival. Rather than driving performance and creating efficiencies, these programs fuel entitlement and drama, costing millions in time and profit.

It is high time to reinvent leadership thinking. Stop worrying about your employees' happiness, and start worrying about their accountability. Cy Wakeman teaches you how to hire "emotionally inexpensive" people, solicit only the opinions you need, and promote self-awareness in your whole team. No Ego disposes with unproven HR maxims, and instead offers a complete plan to turn your office from a den of discontent to a happy, productive place.


St. Martin's Press
Book Format
Cy Wakeman
No Ego
Publication Date
September, 2017
Assembled Product Dimensions (L x W x H)
8.10 x 5.40 x 0.70 Inches

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Average Rating:(1.0)out of 5 stars

The author has exactly...

The author has exactly one good point to make but it takes her 162 pages of repetition to make it. And then contradict herself. And then reiterate in a different way. The one good point is - take drama and emotion out of the workplace when you can. If you have employees who like to complain rather than work on solutions, hear them out for an amount of time appropriate to the situation and to the employee's value to the organization, lead them to think about how much of the complaint is verifiably true (not just "feels" true) and then turn it around and give them responsibility to come up with a solution. Taking emotion out of the workplace isn't a great solution for people who are passionate about their jobs but it can be helpful for a manager to pause, take a breath, and look at the situation without emotion clouding thoughts. Her other piece of advice seems to be - employees who don't say 'how high?' when you say 'jump' (without any explanation for why the employee is being told to jump) should be fired. I'll give her one star for the reminder about how easy it is to let employee drama drag down an organization but this isn't groundbreaking and an article on workplace drama would have served as a better management aid than Wakeman's drawn-out, contradictory, self-congratulatory book.

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