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

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Readers learn here that talent is not as special as they may have thought, but simply a recurring pattern that is effective. First, Break All the Rules, subtitled What the World's Greatest Managers Do Differently (1999), is a self-help book authored by Marcus Buckingham and Curt Coffman, about improving employee satisfaction. To become a great manager you must first let go of popular management principles and learn what the essence of your job really is. 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.

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. In this longtime management bestseller, Gallup presents the remarkable findings of its massive in-depth study of great managers.

Instead of scrolling through your social media news feed, this is a much better way to spend your spare time in my opinion. 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. Because great managers focus on performance, they immediately address any performance that’s not meeting their expectations. A lot of managers like to make like what they do is some mysterious, mystical thing or just something certain gifted people can do.

For a start, managers are not the ones who actually do the work that may lead to the results they desire. Zamiast tego jest pokazana alternatywa, która podskórnie zgadza się z moimi doświadczeniami (ad 1) ludzie się nie zmieniają, (ad 2) należy pracowników traktować zgodnie z ich charakterem, (ad 3) trzeba skupić się na talentach pracowników. To kick-start the strengths revolution, Buckingham and Gallup developed the StrengthsFinder exam (StrengthsFinder.These questions are designed to help managers identify and focus on their employees' strengths, ultimately leading to a more productive and engaged workforce. But despite their differences, these great managers do share one thing: Before they do anything else, they first break all the rules of conventional wisdom. The 39-year-old who just became a manager and feels overwhelmed, the 58-year-old executive that wants to learn and play to their employee’s strengths, and anyone that would like to become a great leader at work. Finding ways to address the content of these 12 questions is a great way to show your talent that you care. They also spend a lot of time with their best employees, trying to understand not only their talents, but all aspects of their lives.

We also participate in other affiliate programs, such as Blinkist, MindValley, Audible, Audiobooks, Reading.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. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level.