100 Books Like It Doesn't Have to Be Crazy at Work

Before I read this book, I thought that having a great company culture meant hiring a DJ to spin in your office on Fridays or stocking the breakroom with delicious snacks. Delivering Happiness showed me I had it all wrong.

This book taught me that culture is a feeling: It’s something we create through our behaviors, actions, and values. I learned to ask myself, “How do I want people to feel?” and align my actions as a leader accordingly. That’s the mindset that allowed me to build the culture my company became known for.

I used to think that being good with feedback meant being great at giving it. This book showed me that I was missing a big part of the equation: receiving feedback.

It taught me that one of the most powerful and important ways to build psychological safety and trust on a team is not only to ask for the team’s feedback, but to receive it in a way that builds trust. The simple act of saying “thanks for the feedback” creates a foundation upon which strong teams can be built.

I was hooked from page one because Scott speaks my language: Care deeply, challenge directly.

That simple but powerful equation shifted how I give feedback, especially around ethical blind spots or dilemmas. I used to over-polish my words, trying to soften every edge. I often conflated nice with kind.

Now, I understand that nice is not the same as kind, and nice is very often not helpful at all. Kindness is showing up and being clear in my communication, which means I am treating people with respect and giving feedback they can use to grow.

Radical Candor gave me permission to be both direct and deeply human, which is exactly what I want in my leadership style.

What I most enjoyed about this book is the core message that business relationships, even successful and productive ones, are not meant to last forever. There is a season for everything. Far too often, partners enter into business relationships in the same way they enter a marriage, thinking that it will or should last forever. But there is a reason that the ceremony and the vows associated with the consummation of a marriage are missing from the formation of a business relationship.

This book advocates for beginning with the end in mind. It also helps readers understand that sometimes, ripping the band-aid off and ensuring the short-term pain is the only way to heal and prosper.

This is the oldest book on my list and is the most underrated. It describes, with serious rigour and detail, how to run more effective software projects and teams.

Most of this advice has been ignored by most of the industry for most of the time but it’s a big part of the reason I’ve worked from home for 14 years and am as productive as I am today.

I personally recommend this book because it clearly pinpoints the importance of some relevant values (e.g., gratitude, purpose, meaning) and their practical application to the work environment. I like the way this text discusses the regular use of these values and their direct relationship with business key parameters (e.g., growth, etc.). I found useful the description of the human workplace shown in the book, which includes traits like trust, meaningful work, empowerment, and others. There are some interesting insights on the importance of employee experience and specific ways to enhance it, among other topics. Finally, it is interesting that this book is littered with valuable statistical data backing its more relevant themes.   

Do you use a webcam and a microphone to communicate with other people? Chances are you do and chances are you do it all the time! If that’s the case, this is an extremely important book for you, and anyone who meets with people via zoom, teams, google groups, or any number of other virtual meeting platforms. The On-Camera Coach is all about how to lead in a world that relies so heavily on communicating through video. It talks about how to enable presence, how to manage one’s “production value,” and how to inspire others using best practices in these virtual and now hybrid settings. I strongly recommend this read for sure!

This book moved me at a very deep level, because Professor Frost makes the content very personal.

He wrote it when he was suffering (physically and emotionally), and his own pain made him acutely aware of ways that other people can alleviate pain (or conversely, make emotional pain become toxic). Many day-to-day workplace activities create emotional pain (e.g., a negative performance review, a downsizing decision) but people’s responses make all the difference.

Professor Frost’s focus is on managers who operate as “toxin handlers” in their workplaces, but any of us can be toxin handlers for our coworkers. The book helped me to be more mindful of workplace pain points and be more proactive in supporting my colleagues. 

You might not think of excitement when you hear the words “Digital Governance” but I can assure you that this book is a real page-turner…especially if your job involves managing large-scale information messes. There is a special kind of chaos that only information and knowledge workers can understand and this book paints a picture so many of us have seen in practice but in a way that leaves the reader inspired to fight another day, instead of wallowing in a sea of information-induced self-pity.

I recommend this book because I have seen too many information architecture efforts die on the vine due to a lack of good governance. The frameworks and recommendations in this book mean I always have a playbook to hand to teams in need.

Stan captures the essence of the mindset needed to Collaborate. To quote Slap: “When an employee culture is repositioned as a newly precious, workable asset, a company will naturally protect it, same as with any asset. An employee culture can’t be protected without protecting their humanity. If we lose humanity in business, we’re all doomed. If we save it we will have saved ourselves. In case you fear this icy hand of altruism will grip your own company by the throat and choke the life out of revenue, not to worry: We’re talking here about making the business case for humanity. In any environment where meaning is determined by metrics, the point of view and processes in this book are going to cause measurable, sustainable results." We agree.