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

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You’ve been spoken to about ways to improve and feel as though you’ve had opportunities to use that information to grow and improve.

Imagine you work with nurses that form emotional relationships with patients but who also get overwhelmed. You might determine that those connections with patients are bad. But you might only be watching ineffective nurses, so it’s an incorrect conclusion!For talents, focus on developing the strengths. Remediating weaknesses, as they relate to talent, is often a waste of time and energy. The authoritative writers, management teachers, trainers and indeed managers that I know of would hardly describe any of the following as “conventional wisdom”: Yes. This book includes a unique access code for the CliftonStrengths assessment for one individual use. They don't believe that, with enough training, people can achieve anything they set their minds to. They don't try to help people overcome their weaknesses. And yes, they even play favorites. You’ve never been spoken to about ways to improve and feel as though you haven’t had opportunities to grow or improve.

When selecting someone, they select for talent … not simply experience, intelligence, or determination. The success of any business can be based only on a revenue stream that’s robust and sustainable. Such a stream is not generated by techniques like slashing prices or opening a new location, but is the result of a growing base of loyal customers. Growing such a loyal customer base requires that those customers feel satisfied with a company’s excellent products and services. The four teams that lose in the Quarterfinals will each play a regular-season game on Friday, Dec. 8, against the opponent in their same conference. 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.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. To apply the basketball analogy once again: if you don’t favor LeBron James over your other players, both in logistical and financial terms, you’ll probably lose him. These Are the Four Key Management Skills It takes an understanding of all aspects of somebody’s life to help them improve. You need to know their talents and values if you want them to reach their full potential. This attention paid off. Kukoc was the 2nd leading scorer on the Bulls in the 1994-1995 season, and in the next season, when Michael Jordan returned to the team, Kukoc happily returned to the bench and won the 6th man of the year award. 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. Out of the 12, the first six questions are what great managers focus on. These questions have a strong correlation to the business performance of the company, the unit, and the individual.

You know what’s expected of you and you have the tools to succeed. Because you can perform the basic function of your job, you can focus on the quality of your work. I'm not a manager, but this book felt especially relevant to me since my company just did an employee survey based on the 12 questions Gallup formulated through this study. It was interesting to compare my thoughts on the survey without knowing anything about it, to learning all the mechanics and data of 'why' behind it all.

Most people think that a good manager is the one who’ll transform his employees’ weaknesses into strengths. Two enormous Gallup studies have proven otherwise: great managers never care about individuals, they care about teams. So, they disregard their employees’ weaknesses and learn how to achieve more with what they have. I prefer to deal with the players on an individual basis. This helps strengthen my one-on-one connection with the players, who sometimes get neglected because we spend so much of our time together en masse. Meeting with players privately helps me stay in touch with who they are out of uniform." To determine how well you’re finding, engaging, and maintaining strong employees, you need a precise and thorough way to gauge the strength of your organization. Gallup Q 12 questions are 12 survey items to give to your employees that help you determine the strength of your organization. Managers have the most direct impact on high Q 12 scores because they interact with employees on a daily basis and dictate the tone of leadership. One study interviewed more than a million employees from different sorts of companies and industries to find out what the most talented of them want from their workplaces. The major finding stated, “Talented employees need great managers.” Great managers inspire good people to stay with a company. Even if a company offers inspiring leadership, solid benefits and perks, good pay and worthwhile training programs, employees base their tenure on their relationship with their direct supervisor.

The first one is a survey of almost 2 million employees! The main finding of this one was that “talented employees need great managers;” the other ones, however, were used much more extensively in “ Now, Discover Your Strengths,” the book this survey is the sole basis of. The Base Camp is the first level. Its intended for people who are still in the what’s-expected-of-me and do-I -have-what-you-need phase. Obviously, they ask and need nothing more but a clarification of their manager’s expectations and some resources to meet them. Insider’s take – You’ll have the privilege of learning from someone who knows her or his topic inside-out. Rather than try to be equal with time, attention, and management approaches, Gallup found the best managers treated everyone differently.How many different ways have you tried to improve the profits of your company? Perhaps you’ve cut costs, restructured, or emphasized innovation. These might work for a time, but they will never bring consistent success.

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