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

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

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

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My best friend went on to explain that she'd been in change of data for the entire elementary school last year and that she had a reputation for her skills. I generally like books that go against conventional wisdom, and this book is quite different than the other management books I've read in the years. com), which identifies signature themes that help employees quantify their personal strengths in the workplace and at home.

For one thing, satisfied employees are more engaged in their work, and because of their stronger commitment they greatly contribute to higher productivity. In most cases, no matter what it is, if you measure it and reward it, people will try to excel at it. The lessons of the first key teach readers that their job is to help each employee make the most of their talents, why talent can't be created, and that every role requires talent.

she told me that her new principal (she's a 5th grade teacher) enrolled her in a number of training sessions. Now we were all told as children that we get the best bang for the buck by improving our weak areas. 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. Readers learn here that talent is not as special as they may have thought, but simply a recurring pattern that is effective.

They have a unique way of thinking and relating to the world, and are motivated in ways specific to them. As he addresses more than 250,000 people around the globe each year, Buckingham touts this strengths revolution as the key to finding the most effective route to personal success and the missing link to the efficiency, competency, and success for which many companies constantly strive.By learning, and using, the four keys to unlocking employee's potential, readers will begin to understand how misguided the old rules of business really are and learn how to get more from their employees. 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. 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.

This was actually my 3rd attempt at this one, and I made it to the end by sheer will, despite liking and appreciating the message. This break from traditional management rules teaches that a better way is to focus on employee's strengths and manage their weaknesses. It's also lead me to put effort into reflecting how I'm coloured by what the author describes as 'conventional wisdom about management', which while not necessary is always wrong, is worth questioning. Finding ways to address the content of these 12 questions is a great way to show your talent that you care.

Instead of scrolling through your social media news feed, this is a much better way to spend your spare time in my opinion. 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.

So much of the advice in the book may seem common sense if you have such talent (or if you have been exposed to so many bad bosses and managers you just know they should be doing the stuff in the book instead). Intentionally design the atmosphere to encourage self-expression, trust, enjoyment, and productivity. The packet includes your unique access code(s) and instructions for how to redeem your code(s) and take the online assessment(s). 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. Despite their different styles and backgrounds, great managers don't hesitate to break virtually every rule held sacred by conventional wisdom.

The findings in this book would surprise many of us, who do self-development or others-development everyday. What a belly laugh I had when I discovered that Buckingham had written a how-to manual for being a good manager! As long as the means are within the company's legal boundaries and industry standards, let the employee use his own style to deliver the result or outcome you want.



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