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

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W środku jest tak dużo dobrego materiału, że słuchając bałem się, że przez roztargnienie czegoś zapomnę. Therefore, the most vital managers work to foster an environment where their employees can positively answer these 12 questions. Buckingham graduated from Cambridge University in 1987 with a master's degree in Social and Political Science. Instead of scrolling through your social media news feed, this is a much better way to spend your spare time in my opinion. A point that was continually stressed througout is that people don't leave companies, they leave managers.

I picked up this book because it was mentioned in some Forbes article I saw on things great managers do.In fact, they can be quite well mapped to Herzberg’s theory of motivation (motivators and satisfiers). It would give you an effective framework in recruiting the right ones, setting the right goals, focusing on the strengths, and assigning the right roles to the subordinates. Because great managers focus on performance, they immediately address any performance that’s not meeting their expectations. Lesson 3: Look to the most productive and successful employees when determining the standard everybody should strive for. Despite their different styles and backgrounds, great managers don't hesitate to break virtually every rule held sacred by conventional wisdom.

The authors also did a really nice job explaining an alternate view of having to terminate employees. I learnt that top managers should spend most of their time with their best employees and quit wasting their time trying to help everyone get up to par. Imagine you work with nurses that form emotional relationships with patients but who also get overwhelmed. They have a unique way of thinking and relating to the world, and are motivated in ways specific to them. After reading the first third of FBATR, I feel as though managers do too much of this without actually considering the individual.Even though company-wide policies and procedures may affect individuals, it’s up to leaders to see how to implement these. The outcomes of each endeavour be it employee retention, talent acquisition, promotion, work ethics, work environment etc are based on several interviews held with managers across all the levels.

Maybe one day I'll feel comfortable enough managing people to no longer need it, but I expect to keep this book close to my desk as a reference for a while.ale to dopiero początek - liczba narzędzi tu zawarta do wykorzystania przez zawodowych managerów jest ogromna. This is much more efficient because it keeps you from having to create a training plan that you must enforce. The results break conventional wisdom and the book has been aptly titled "First Break All the Rules" as it shakes the very foundation of man management. It's highly addictive to get core insights on personally relevant topics without repetition or triviality.

In his role as author, independent consultant and speaker, Marcus Buckingham has been the subject of in-depth profiles in The New York Times, Fortune, Fast Company, Harvard Business Review, USA Today and the Wall Street Journal and is routinely lauded by such corporations as Toyota, Coca-Cola, Master Foods, Wells Fargo, Yahoo and Disney as an invaluable resource in informing, challenging, mentoring and inspiring people to find their strengths and obtain and sustain long-lasting personal success.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. These questions have a strong correlation to the business performance of the company, the unit, and the individual.

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