First, Break All the Rules: What the World’s Greatest Managers Do Differently
FIRST, BREAK ALL THE RULES: What the World’s Greatest Managers Do Differently is Based on in-depth interviews with more than 80,000 managers at all levels (and in companies of all sizes), the Gallup Organization’s Buckingham and Coffman reveal in this book what great managers do differently from ordinary managers to coax world class performance out of their workers. Great managers, write the authors, routinely break all the rules. They take the conventional wisdom about human nature and managing people and turn it upside down.
In this book the authors tells us which conventional wisdoms we should ignore. First of all there is a simple list of twelve questions that will help you assess whether your workplace is the kind of place that will attract and keep the best employees. We then learn the four keys for unlocking the potential of each and every one of your employees.
The first key is to select employees based on talent rather than experience or intelligence. This book helps you learn what talent is and why you can’t create it from scratch.
The second key is to evaluate performance based on desired outcomes rather than direct control over the way a worker performs his or her job. We learn how to define outcomes so performance can be measured and tracked.
The third key to great management is to reject the conventional wisdom that people can be fixed. Focus on strength, the authors urge, not on weaknesses. We learn how to manage around weaknesses.
The fourth and final key is to find the right fit for your employees’ talents. Again, We learn to avoid the conventional wisdom that promotion is the only just reward for high performance – mindset that creates an organization where everyone is ultimately promoted to their level of incompetence.
Today, more than ever, employers realize they must find and keep top talent for every role. And the approach many of them are taking is to offer an array of carrots to keep employees happy and around. The problem
In this book the authors tells us which conventional wisdoms we should ignore. First of all there is a simple list of twelve questions that will help you assess whether your workplace is the kind of place that will attract and keep the best employees. We then learn the four keys for unlocking the potential of each and every one of your employees.
The first key is to select employees based on talent rather than experience or intelligence. This book helps you learn what talent is and why you can’t create it from scratch.
The second key is to evaluate performance based on desired outcomes rather than direct control over the way a worker performs his or her job. We learn how to define outcomes so performance can be measured and tracked.
The third key to great management is to reject the conventional wisdom that people can be fixed. Focus on strength, the authors urge, not on weaknesses. We learn how to manage around weaknesses.
The fourth and final key is to find the right fit for your employees’ talents. Again, We learn to avoid the conventional wisdom that promotion is the only just reward for high performance – mindset that creates an organization where everyone is ultimately promoted to their level of incompetence.
Today, more than ever, employers realize they must find and keep top talent for every role. And the approach many of them are taking is to offer an array of carrots to keep employees happy and around. The problem