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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It's worth a read, but I feel like I have to have a degree in psychology (or psychiatry for that matter) to be a great manager. 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. Intentionally design the atmosphere to encourage self-expression, trust, enjoyment, and productivity. I would recommend that all managers consider the idea that people are all different, and therefore should be managed differently, not the same.

Readers learn here that talent is not as special as they may have thought, but simply a recurring pattern that is effective. By defining what the end result should be, readers will find that they don't have to waste time trying to control the steps along the way. It’s only by knowing their employees this well that great managers are able to choose the right ways to develop them. If the key to a successful business is the satisfaction of its employees, then what’s the key to that satisfaction? As a fairly junior manager and leader, the book has made me retrace my steps a bit, especially on what my priorities should be, and as part of that, how I evaluate myself.Based on interviews with 80,000 managers in 400 companies, the lessons taught in First, Break All the Rules show that the best managers are the ones who break from the conventional methods of management. For one thing, satisfied employees are more engaged in their work, and because of their stronger commitment they greatly contribute to higher productivity. Anyway, this book has me thinking about management in an all new way and I am very interested to see what else it has to offer.

Clifton, The Free Press, 2001); The One Thing You Need to Know (The Free Press, 2005) and Go Put Your Strengths To Work (The Free Press, 2007). By breaking the rules of traditional management, readers will be able to see things differently and find innovative ways to manage.Great managers establish alternative career paths for employees, thereby keeping them in the best-fitting job position. Bad managers get caught up in micromanaging the minutiae even when an employee is hitting or surpassing their performance metrics.



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