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

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The book then went on to explain the four keys in more detail concluding with a final chapter on how to apply the four keys in business situations.

Successful management encourages and helps employees to develop these innate talents and to become even better at what – thanks to their natural inclinations – they’re already good at. Everyone will always have imperfections, but their strengths can be balanced if given the proper attention. Sure, set expectations and motivate, but if you select the wrong people, the rest will not fall into place. The book is a result of observations based on 80,000 interviews with managers [3] as conducted by the Gallup Organization in the last 25 years.We have to trust the authors the "great" managers really are since very little information is provided about them to independently judge.

Readers learn here that talent is not as special as they may have thought, but simply a recurring pattern that is effective. As we have seen, the snug fit of an employee’s talents with company demands contributes greatly to good performance. 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. There’s a lot of pressure to lead from the front and set a good example while at the same time making your superiors happy. To become a great manager you must first let go of popular management principles and learn what the essence of your job really is.At the time the book was published, they worked for the Gallup Organization, a global performance management consulting company. What would surprise you is that you'll find many myths that you used to think it is right, but it is not from the findings of Gallup. The 2016 re-release of the bestselling management classic First, Break All the Rules now includes access to a product Gallup created to help managers and leaders turn employees' talents into great performance. By rethinking how raises and other forms of reward are structured, readers will learn that it is possible to keep an employee in a role where they are most talented. When examining how to be a great manager, there are four standard guidelines that Buckingham and Coffman identified in a majority of rockstars.

I've just finished reading Marcus Buckingham's book First, Break All the Rules: What the World's Greatest Managers Do Differently recently, and enjoyed it immensely. Get the latest edition of the groundbreaking management bestseller that established the science of employee engagement. In fact, they can be quite well mapped to Herzberg’s theory of motivation (motivators and satisfiers).

Intentionally design the atmosphere to encourage self-expression, trust, enjoyment, and productivity.

A point that was continually stressed througout is that people don't leave companies, they leave managers. This means they aren’t afraid to defy conventional wisdom or standard advice when their team benefits. The book goes into detail on debunking old myths about management, and gives advice to employers on how to obtain and keep talented people in their organization.For this reason, great managers shift their attention away from controlling employees and onto employees’ performance results and outcomes. Also, everyone has an innate talent and the key is to align that with your career (instead of trying to strengthen a weakness). 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. Lesson 2: Lead effectively by setting baseline standards and letting your team members decide how they’ll accomplish outcomes.

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