Nine Lies about Work

The book questions common assumptions about management and leadership. I'm curious what personal experiences or research led to these bold claims.

While the ideas are inspiring, I wonder if some of these 'lies' might overlook real-world complexities in team dynamics. Would love to hear others' thoughts.

Most examples seem geared toward corporate environments, but do these ideas hold up in startups or non-profits? Has anyone tried adapting them elsewhere?