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

Product Information

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. What a belly laugh I had when I discovered that Buckingham had written a how-to manual for being a good manager! The conventional wisdom is that promotions are just part of the system, and are often seen as inevitable. all employees are different and require different inspiration, focus on your best performers, communicate often and clearly. Their description of “conventional wisdom” (which they do quite correctly proceed to debunk) could not be further from reality.

A point that was continually stressed througout is that people don't leave companies, they leave managers. It's worth a read, but I feel like I have to have a degree in psychology (or psychiatry for that matter) to be a great manager. You will not receive any access codes digitally when you purchase a hardcopy version of a book because all codes are delivered to you in the sealed packet. Lesson 3: Look to the most productive and successful employees when determining the standard everybody should strive for.The remaining chapters, based on the “4 keys” to successful management, do indeed become a “how to”. These questions have a strong correlation to the business performance of the company, the unit, and the individual.

The four keys for breaking the rules teach readers that effective managers focus on talent, outcomes, developing strengths, and finding the right fit. When selecting someone, they select for talent … not simply experience, intelligence, or determination.i read the 99 edition, so i can't speak to the reviews saying it changed for the worse in the newer edition. If the key to a successful business is the satisfaction of its employees, then what’s the key to that satisfaction? For a start, managers are not the ones who actually do the work that may lead to the results they desire. 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. Therefore, the most vital managers work to foster an environment where their employees can positively answer these 12 questions.