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Forget what you know about the world of work. You crave feedback. Your organization's culture is the key to its success. Strategic planning is essential. Your competencies should be measured and your weaknesses shored up. Leadership is a thing. These may sound like basic truths of our work lives today. But actually, they're lies. This provocative, inspiring book shows that there are some big lies - distortions, faulty assumptions, wrong thinking - that we encounter every time we show up for work. Nine lies, to be exact. They cause dysfunction and frustration, ultimately resulting in workplaces that are a pale shadow of what they could be. But there are those who can get past the lies and discover what's real. These freethinking leaders recognize the power and beauty of our individual uniqueness. They know that emergent patterns are more valuable than received wisdom and that evidence is more powerful than dogma. With engaging stories and incisive analysis, the authors reveal the essential truths that such freethinking leaders will recognize immediately: that it is the strength and cohesiveness of your team, not your company's culture, that matter most; that we should focus less on top-down planning and more on giving our people reliable, real-time intelligence; that rather than trying to align people's goals we should strive to align people's sense of purpose and meaning; that people don't want constant feedback, they want helpful attention. This is the real world of work, as it is and as it should be. 'Nine Lies About Work' reveals the few core truths that will help you show just how good you are to those who truly rely on you. Chapter 6 (29 pages) covers the sixth lie, 'People can reliably rate other people'. How much do you think you can know a person simply by watching him? How about rating your team? Could you accurately give your team members scores on each of their characteristics? There are many different ways companies conduct talent reviews and gather data on employees, but none of them work. None adequately highlight their performance or potential because all of them are based on the belief that people can reliably rate other people. And they can't. In this chapter, the authors explain what should be done instead, starting with how to tell good data from bad. This chapter is excerpted from 'Nine Lies About Work: A Freethinking Leader's Guide to the Real World’.