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

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Instead, you can shuffle responsibilities around on your team until each person has a role that suits their skills. There are many ways to increase revenues for a company, yet most of these techniques result in only short-lived growth. com), which identifies signature themes that help employees quantify their personal strengths in the workplace and at home. I would recommend that all managers consider the idea that people are all different, and therefore should be managed differently, not the same.

Many other things I found to be insightful and useful, but the above I'd say was the gist of what most helped my thinking. If the key to a successful business is the satisfaction of its employees, then what’s the key to that satisfaction? To become a great manager you must first let go of popular management principles and learn what the essence of your job really is. This book had some sound advice as it focused on the four key principles all great managers know and practice: 1) select for talent, 2) define the right outcomes, 3) focus on strengths, and 4) encourage employees to find the right fit.Sentence-Summary: First, Break All The Rules claims that everything you think you know about managing people is wrong, revealing how you can challenge the status quo so that both you and those you lead will achieve their full potential. The authors also did a really nice job explaining an alternate view of having to terminate employees. If someone has early am tiredness talent then you wouldn't schedule their most important meetings first thing. Having just finished it I think it’s a must read for anyone who is or aspires to be in a people management role.

The conventional wisdom is that promotions are just part of the system, and are often seen as inevitable. Both Buckingham and Coffman have started consulting and management training companies of their own, and have written other bestselling business books. These blinks explain on a practical level how managers can find the right employees for the right roles and keep them satisfied with their jobs. Zamiast tego jest pokazana alternatywa, która podskórnie zgadza się z moimi doświadczeniami (ad 1) ludzie się nie zmieniają, (ad 2) należy pracowników traktować zgodnie z ich charakterem, (ad 3) trzeba skupić się na talentach pracowników.While the original content remains essentially unchanged, the 2016 re-release of First, Break All the Rules includes access to a product Gallup created to help managers and leaders turn employees' talents into great performance.

The manager must “seize opportunity, using his smarts and impatience to exert his will over a fickle world. In the end, the goal is to help employees make the most of the talent that is already there and make sure they are in a job that best uses those talents. We have to trust the authors the "great" managers really are since very little information is provided about them to independently judge.

spend more time with your top people, not your employees that are struggling - things don't have to be fair.

You’ll also find out how to walk the tightrope of allowing employees independence while ensuring the quality of their work through guidance and control. When I was an engineer, for example, I had to adhere to the code standards, so it made sense that my bosses held me to that. But most readers will be familiar with the unfortunate trend to promote employees until they reach their level of incompetence.These questions have a strong correlation to the business performance of the company, the unit, and the individual.