Here are 100 books that Dying for a Paycheck fans have personally recommended if you like
Dying for a Paycheck.
Shepherd is a community of 11,000+ authors and super readers sharing their favorite books with the world.
Shepherd is reader supported. When you buy books, we may earn an affiliate commission.
I’ve finally realized that you can’t outwork yourself out of systemic problems and that so many of the messages we receive have got the problem wrong. Growing up, I was taught to respect my elders. To defer to those who know what they are talking about. But just because someone says something with conviction doesn’t mean they are right. What we’ve been told is imposter syndrome could actually be imposter treatment, and it messes deeply with our sense of self. So even if I’ve taught at brand name institutions, at corporate heavyweights, and on six continents, I’m always seeking to learn.
This book opened my eyes to see introversion as a strength rather than a weakness. But more so, it gave me the permission to question how things that we took as “just the way things are” might have been positioned incorrectly from the start.
If it wasn’t true that introversion is inherently worse than extroversion, what else might popular culture and mainstream workplace practices have gotten wrong? I felt seen by the book and hopeful of what more honest conversations about how people are wired might both reveal and help heal.
SUSAN CAIN'S NEW BOOK, BITTERSWEET, IS AVAILABLE TO PRE-ORDER NOW
A SUNDAY TIMES AND NEW YORK TIMES BESTSELLER, THIS BOOK WILL CHANGE HOW YOU SEE INTROVERTS - AND YOURSELF - FOREVER.
Our lives are driven by a fact that most of us can't name and don't understand. It defines who our friends and lovers are, which careers we choose, and whether we blush when we're embarrassed.
That fact is whether we're an introvert or an extrovert.
The most fundamental dimension of personality, at least a third of us are introverts, and yet shyness, sensitivity and seriousness are often seen as…
I have been researching the changes in the workplace for 40 years now. The steady move over that time has been away from a situation where employers controlled the development of their “talent” and managed it carefully, especially for white-collar workers, toward arrangements that are much more arms-length where employees are on their own to develop their skills and manage their career. Most employees now see at least some management practices that just don’t make sense even for their own employer–casual approaches to hiring, using “leased employees” and contractors, who are paid more, to do the same work as employees, leaving vacancies open, and so forth.
This is a classic oral history of jobs in what older people call “the good old days.” It is told from the perspective of the individuals doing the jobs they were talking about, and it reveals how interesting their day-to-day experience is.
The reminder for today, especially in our remote workplaces, is how important relationships with people at work are to our happiness and well-being. It’s also a reminder of how important it is for people to have some control over what they do and to feel invested in their work.
People want to do things well and take pride in what they do. We forget all this when we think of workers as widgets to be optimized.
Perhaps Studs Terkel's best-known book, Working is a compelling, fascinating look at jobs and the people who do them. Consisting of over one hundred interviews conducted with everyone from gravediggers to studio heads, this book provides a timeless snapshot of people's feelings about their working lives, as well as a relevant and lasting look at how work fits into American life.
In 2009, I opted out of a career in consulting to pursue a PhD in Sociology and to research women who opt out of successful careers to live and work on their own terms. I was convinced that it wasn’t a women’s issue but a contemporary one and I later went on to research men opting out. As I collect stories of people who opt out and in, it becomes clear that opting out is a symptom of contemporary organizational cultures and the way we are expected to work. I’m on a mission to change working life as we know it and these books have been enormously helpful to me.
I was impressed by this book because it so clearly explains why the way we think about business, work, and organizations has to change and it shows us how everything is connected.
The system we have known for as long as we can remember is no longer working. On the contrary, it’s harming us, our health, our wellbeing, our planet, and our future. Only by rethinking the way we lead and organize can we secure a future for ourselves and our planet.
The book is visually beautiful, it is life-affirming and full of examples of organizations that are already doing things differently, and it also works as a handbook for becoming a regenerative leader.
This book by leadership and sustainability experts Giles Hutchins and Laura Storm provides an exciting and comprehensive framework for building regenerative life-affirming businesses. It offers a multitude of business cases, fascinating examples from nature’s living systems, insights from the front-line pioneers and tools and techniques for leaders to succeed and thrive in the 21st century.
Regenerative Leadership draws inspiration from pioneering thinking within biomimicry, circular economy, adult developmental psychology, anthropology, biophilia, sociology, complexity theory and next-stage leadership development. It connects the dots between these fields through a powerful framework that enables leadership to become regenerative: in harmony with life, building…
In 2009, I opted out of a career in consulting to pursue a PhD in Sociology and to research women who opt out of successful careers to live and work on their own terms. I was convinced that it wasn’t a women’s issue but a contemporary one and I later went on to research men opting out. As I collect stories of people who opt out and in, it becomes clear that opting out is a symptom of contemporary organizational cultures and the way we are expected to work. I’m on a mission to change working life as we know it and these books have been enormously helpful to me.
You know how people say ‘it’s business, it’s not personal’? Well that’s just wrong, business is personal because it’s made up of people – people with lives, families, hopes, fears, and dreams.
The authors argue that one of the main problems with our workplaces is that there isn’t enough compassion at work. Workplaces rob their employees of humanity and motivation, which has a negative effect on employee wellbeing, but also organizational potential. I have seen this in my own research and I have to say I couldn’t agree more.
The authors do a great job showing us that compassion isn’t a so-called ‘soft’ value, but a hard-core business strategy. The book’s strength is that it also works as a handbook for organizations to become more compassionate and caring.
Suffering in the workplace can rob our colleagues and coworkers of humanity, dignity, and motivation and is an unrecognized and costly drain on organizational potential. Marshaling evidence from two decades of field research, scholars and consultants Monica Worline and Jane Dutton show that alleviating such suffering confers measurable competitive advantages in areas like innovation, collaboration, service quality, and talent attraction and retention. They outline four steps for meeting suffering with compassion and show how to build a capacity for compassion into the structures and practices of an organization—because ultimately, as they write, “Compassion is an…
In 2009, I opted out of a career in consulting to pursue a PhD in Sociology and to research women who opt out of successful careers to live and work on their own terms. I was convinced that it wasn’t a women’s issue but a contemporary one and I later went on to research men opting out. As I collect stories of people who opt out and in, it becomes clear that opting out is a symptom of contemporary organizational cultures and the way we are expected to work. I’m on a mission to change working life as we know it and these books have been enormously helpful to me.
This book is an entertaining read, but it is also to the point and spot on. It debunks nine so-called ‘truths’ about work, management, and organizations that are well-established practices and ways of thinking in the organizational sphere.
According to the authors these ‘lies’ are root causes of much of the dysfunction and frustration in organizations today (which I have seen a lot of in my work and research) and they suggest how we should think about these things instead in order for our organizations – and the people in them – to thrive.
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. As strengths guru and bestselling author Marcus Buckingham and Cisco Leadership and Team Intelligence head Ashley Goodall show in this provocative, inspiring book, 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.…
I have been researching the changes in the workplace for 40 years now. The steady move over that time has been away from a situation where employers controlled the development of their “talent” and managed it carefully, especially for white-collar workers, toward arrangements that are much more arms-length where employees are on their own to develop their skills and manage their career. Most employees now see at least some management practices that just don’t make sense even for their own employer–casual approaches to hiring, using “leased employees” and contractors, who are paid more, to do the same work as employees, leaving vacancies open, and so forth.
There is an entire industry that talks very positively and upbeat about finding jobs, and we tend to think of job search as a good thing–good for people and good for organizations–that helps us grow and develop.
Ilana Gershon is an ethnographer, and she moved into groups of people trying to find new jobs. These aren’t the hot-shot computer nerds who happen to have the very specific skills in demand right now; they are average people looking for all the other jobs.
She finds the process is full of snake-oil advice (“find your superpower”!) and false optimism from pop-psychologists who suggest you can just will and network your way to a better job. It is a frustrating process made almost completely opaque by employers who reveal little and provide no feedback to job candidates.
Finding a job used to be simple. You'd show up at an office and ask for an application. A friend would mention a job in their department. Or you'd see an ad in a newspaper and send in your cover letter. Maybe you'd call the company a week later to check in, but the basic approach was easy. And once you got a job, you would stay often for decades. Now ...well, it's complicated. If you want to have a shot at a good job, you need to have a robust profile on LinkdIn. And an enticing personal brand. Or…
I have been researching the changes in the workplace for 40 years now. The steady move over that time has been away from a situation where employers controlled the development of their “talent” and managed it carefully, especially for white-collar workers, toward arrangements that are much more arms-length where employees are on their own to develop their skills and manage their career. Most employees now see at least some management practices that just don’t make sense even for their own employer–casual approaches to hiring, using “leased employees” and contractors, who are paid more, to do the same work as employees, leaving vacancies open, and so forth.
Most experts now see 1981 as the key moment when the economy changed: jobs became much less secure, white-collar jobs no longer felt like insiders to the power structure, benefits and wages fell, and income inequality took off.
This book describes the process of moving toward more open-market arrangements in employment. It is largely an explanation driven by events within the US, ultimately political and “private policy” decisions driven by a different view on business obligations.
The economic boom of the 1990s veiled a grim reality: in addition to the growing gap between rich and poor, the gap between good and bad quality jobs was also expanding. The postwar prosperity of the mid-twentieth century had enabled millions of American workers to join the middle class, but as author Arne L. Kalleberg shows, by the 1970s this upward movement had slowed, in part due to the steady disappearance of secure, well-paying industrial jobs. Ever since, precarious employment has been on the rise―paying low wages, offering few benefits, and with virtually no long-term security. Today, the polarization between…
I have been researching the changes in the workplace for 40 years now. The steady move over that time has been away from a situation where employers controlled the development of their “talent” and managed it carefully, especially for white-collar workers, toward arrangements that are much more arms-length where employees are on their own to develop their skills and manage their career. Most employees now see at least some management practices that just don’t make sense even for their own employer–casual approaches to hiring, using “leased employees” and contractors, who are paid more, to do the same work as employees, leaving vacancies open, and so forth.
What was arguably the most important factor in driving the different views that business leaders had after 1981 about how they should run their companies? The best answer comes from the dramatically greater role that investors started to play.
Their interests were always different from those of the CEOs and business leaders. The notion that businesses were accountable to “stakeholders”–community, employees, customers, and investors–shifted sharply to the view that there was only one stakeholder: investors.
Why and how this happened is one of the most important stories of the 20th Century and beyond.
The current economic crisis reveals just how central finance has become to American life. Problems with obscure securities created on Wall Street radiated outward to threaten the retirement security of pensioners in Florida and Arizona, the homes and college savings of families in Detroit and Southern California, and ultimately the global economy itself. The American government took on vast new debt to bail out the financial system, while the government-owned investment funds of Kuwait, Abu Dhabi, Malaysia, and China bought up much of what was left of Wall Street. How did we get into this mess, and what does it…
At 29 I was one of the first female traders on the Chicago Mercantile Exchange, building my own all-female trading company. I lost everything in 1987, which gave me a stellar opportunity to understand my power to choose how I responded to the turmoil. Now, I’m an internationally credentialed Master Certified Coach, Board Certified Coach, University of Chicago-trained psychotherapist, and Licensed Clinical Social Worker. Over 25 years ago I founded my coaching company, Jody Michael Associates. We focus on building emotional intelligence, executive presence, and mental fitness. When we help our clients learn to lead lightly, they take themselves, their teams, and their organizations to new levels of awareness, discernment, and performance.
This classic has stood the test of time because it artfully intertwines psychology and business in a way few books do.
Dr. Abraham Maslow is known for his work on the hierarchy of human needs and self-actualization. I also like the fact that he had the experience – the street cred, if you will – as a factory worker, where he gained a very practical basis for his psychological theory and research.
This book offers great insight into what drives people at their core. It will make you a better observer of people and will give you greater capacity to understand yourself and others better.
A seminal work onhuman behavior in the workplace-now completely updated "At last! We have all been quoting Maslow for years and to now have such an excellent compilation of his seminal thoughts on management and organization comes like a timely gift from heaven. The values and principles he taught decades ago are even more relevant today." -Stephen Covey, author, The Seven Habits of Highly Successful People. "Maslow's book is a readable, impressionistic masterpiece that extolled the virtues of collaborative, synergistic management decades ahead of its time. This edition reveals just how much the management thinkers of our day, including Peter…
When I worked in clinical practice as a psychotherapist, I worked with many burnt-out clients and always found it frustrating that the conventional wisdom was to take time off or stop working, which is just not practical (or desirable) for many people. I was always looking for alternative things people could do to help themselves. Then I experienced burnout myself, and whilst it was dreadful, I learnt first hand how to put all of this into practice, hence my research on the topic. I now work with people and organisations in high pressured, innovative environments where the focus is on preventing burnout rather than recovering.
A book list on burnout would not be complete without something from the key original researchers in the field.
I love this book because it not only brings to life all their important research but also puts the research into practical action. I have used it over the years as a go-to in my research and in my work as a practitioner because it brilliantly straddles both areas well and in a way my clients can process and work with.
