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First, Break All the Rules: What the World's Greatest Managers Do Differently: From Gallup

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The other possible questions on pay, benefit and such are not significant differentiators in workplace strength so they are not included in the core 12. In this longtime management bestseller, Gallup presents the remarkable findings of its massive in-depth study of great managers. From managers at Fortune 500 companies to those at small, entrepreneurial firms, the best managers excel at turning each employee's talents into high performance. Clifton, The Free Press, 2001); The One Thing You Need to Know (The Free Press, 2005) and Go Put Your Strengths To Work (The Free Press, 2007). Once a manager adopts this foundation of hiring for talent, the easier it will be to use the rest of the keys.

The authors also did a really nice job explaining an alternate view of having to terminate employees. The key lies in satisfied employees: the more satisfied an employee is, the more she’ll contribute to building and maintaining a strong workplace. Great managers establish alternative career paths for employees, thereby keeping them in the best-fitting job position.Intentionally design the atmosphere to encourage self-expression, trust, enjoyment, and productivity.

spend more time with your top people, not your employees that are struggling - things don't have to be fair. It would give you an effective framework in recruiting the right ones, setting the right goals, focusing on the strengths, and assigning the right roles to the subordinates.

I also found the author's definition of strength to be refreshing, and am planning to take the online strength-finder test to prepare for the next book in the series Now Discover Your Strength. A lot of managers like to make like what they do is some mysterious, mystical thing or just something certain gifted people can do. I usually don't read management or self help books as I find them boring but this one read like a novel and I could relate to several instances and situations which I face everyday in corporate world. I'd already enjoyed others by Marcus Buckingham, and I knew that one way to connect with someone is to read something they recommend.

Having just finished it I think it’s a must read for anyone who is or aspires to be in a people management role. So much of the advice in the book may seem common sense if you have such talent (or if you have been exposed to so many bad bosses and managers you just know they should be doing the stuff in the book instead). At the end of the day, the performance of employees is the primary factor impacting the success of a business, and it is the manager’s job to ensure that performance hits its peak.As long as the means are within the company's legal boundaries and industry standards, let the employee use his own style to deliver the result or outcome you want. i read the 99 edition, so i can't speak to the reviews saying it changed for the worse in the newer edition. The difference between the two lies in how inherent talents are executed, and often those talents are surprisingly similar. Najgorsze jest to, że po przeczytaniu zaczyna się zauważać, jak bardzo ludzie się niedopasowani do swoich stanowisk.

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