Summary: First, Break All the Rules  Marcus Buckingham & Curt Coffman, Must Read Summaries
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Must Read Summaries

Summary: First, Break All the Rules Marcus Buckingham & Curt Coffman

This ebook offers a summary of “FIRST, BREAK ALL THE RULES”, by Marcus Buckingham and Curt Coffman.

Managing employees productively is exceptionally hard to achieve. It takes a deft touch to be able to balance all the competing interests: the company's, the customer's, the employee's and the manager's own interests to name just a few. Yet some managers consistently do just that, while others flounder and fail.

Over a 25year period, the Gallup Organization surveyed employees and managers to try and identify the patterns of success great managers' use. In fact, there emerged four keys that great managers use to draw exceptional performance from those they are responsible for. If these keys to unlocking worldclass performance work for the great managers, it makes sense for everyone interested in producing similar results to study these keys and implement them in the context of their own business requirements.
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Vurderinger

Arif Mehdiyev
Arif Mehdiyevhar delt en vurderingfor 5 måneder siden
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Citater

Solodovnikoff
Solodovnikoffhar citeretfor 9 måneder siden
Talent, in this context, is not genius. It’s a recurring pattern of successful behavior that can be productively applied.
Сакен Кунгожин
Сакен Кунгожинhar citeretfor 3 år siden
d:

What did you enjoy most about your previous job?
What brought you here to work with us?
What keeps you here now?
What do you think your strengths are?
What are your weaknesses?
What are your goals in your current role?
How often would you like to meet to discuss progress?
What personal goals of yours should I be aware of?
What was the most meaningful praise you ev
bijin83
bijin83har citeretfor 6 år siden
Main Idea

Managing employees productively is exceptionally hard to achieve. It takes a deft touch to be able to balance all the competing interests -- the company’s, the customer’s, the employee’s and the manager’s own interests to name just a few. Yet some managers consistently do just that, while others flounder and fail.
Over a 25-year period, the Gallup Organization surveyed employees and managers to try and identify the patterns of success great managers use. This analysis showed:
Great managers do not believe that every person, given enough training, can do anything they set their mind to.
Great managers do not, in fact, try and help people overcome their weaknesses.
Great managers play favorites, and treat their employees quite differently.
In fact, there emerged four keys that great managers use to draw exceptional performance from those they are responsible for:
Great managers select employees for their talents, not for their skills or experience.
Great managers set specific and high expectations -- they define the right outcome and leave the method up to the employee.
Great managers motivate by building on strengths rather than dwelling on or trying eliminate weaknesses.
Great managers find the appropriate career path -- the next rung on the corporate ladder -- for each employee.
If these keys to unlocking world-class performance work for the great managers, it makes sense for everyone interested in producing similar results to study these keys and implement them in the context of their own business requirement

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