This document summarizes the key ideas from the book "First, Break All the Rules" by Marcus Buckingham and Curt Coffman. It discusses 12 questions, called the "Big 12", that are strong indicators of employee engagement. Companies that score high on these questions see benefits like higher profits, productivity, retention and customer satisfaction.
The document also outlines four core activities of great managers: 1) selecting employees based on their talents not just experience, 2) defining the right outcomes not steps, 3) focusing on strengths not weaknesses, and 4) finding the right career fit not following a prescribed path. Great managers get the best from their employees by understanding their talents and putting them in a position to succeed.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
16 Simple Ways to Help First-Time Managers SucceedJhana
Great managers aren't born; they're taught. Ineffective managers lead to all kinds of expensive problems, including high turnover, low morale, poor company performance.
The good news is that the solution to this problem is simple. Designed for HR leaders in tech, this free reference guide contains 16 simple ways to help first-time managers learn how to be effective managers. You'll learn:
- Why good managers are critical to your company's success.
- 16 actionable ideas you can use to help your first-time managers today.
- Real-world examples and tips to implement manager development.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
16 Simple Ways to Help First-Time Managers SucceedJhana
Great managers aren't born; they're taught. Ineffective managers lead to all kinds of expensive problems, including high turnover, low morale, poor company performance.
The good news is that the solution to this problem is simple. Designed for HR leaders in tech, this free reference guide contains 16 simple ways to help first-time managers learn how to be effective managers. You'll learn:
- Why good managers are critical to your company's success.
- 16 actionable ideas you can use to help your first-time managers today.
- Real-world examples and tips to implement manager development.
Brief conceptual highlighting, Key leadership skills, Major leadership competencies, Function and Importance of Leadership, Delivery of results and ten lessons
A Situational Leadership Workshop. Based on the Hersey - Blanchard Model and the Blake and Mouton’s Leadership Grid this workshop introduces the concepts of how leadership style can be matched to situational factors - in this case follower readiness.
At Officevibe, we end our daily standup meetings with an inspirational quote to start the day on a positive note.
Whoever’s turn it is to speak holds a basketball, and the last one to speak has to come up with a quote of the day.
Everyone puts their finger on the ball, and when the quote is said, the ball gets thrown up in the air and we all say “think about it”, as a reminder to really let the hidden meaning of the quote sink in.
read the full article on Officevibe blog:
https://www.officevibe.com/blog/20-inspirational-leadership-quotes
Learn more about the simplest tool for a greater workplace:
https://www.officevibe.com/
In The Leader Who Had No Title, Robin Sharma shows how individuals, regardless of title, have the power to demonstrate leadership wherever they are. The lessons recounted in this book will help individuals rise to a new level of innovation, performance, and
customer loyalty. There are strategies to go from just being busy to achieving stunning results, transformational leadership lessons to build a great company, and hard-hitting tactics to become mentally and physically strong enough to lead in times of change
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
Brief conceptual highlighting, Key leadership skills, Major leadership competencies, Function and Importance of Leadership, Delivery of results and ten lessons
A Situational Leadership Workshop. Based on the Hersey - Blanchard Model and the Blake and Mouton’s Leadership Grid this workshop introduces the concepts of how leadership style can be matched to situational factors - in this case follower readiness.
At Officevibe, we end our daily standup meetings with an inspirational quote to start the day on a positive note.
Whoever’s turn it is to speak holds a basketball, and the last one to speak has to come up with a quote of the day.
Everyone puts their finger on the ball, and when the quote is said, the ball gets thrown up in the air and we all say “think about it”, as a reminder to really let the hidden meaning of the quote sink in.
read the full article on Officevibe blog:
https://www.officevibe.com/blog/20-inspirational-leadership-quotes
Learn more about the simplest tool for a greater workplace:
https://www.officevibe.com/
In The Leader Who Had No Title, Robin Sharma shows how individuals, regardless of title, have the power to demonstrate leadership wherever they are. The lessons recounted in this book will help individuals rise to a new level of innovation, performance, and
customer loyalty. There are strategies to go from just being busy to achieving stunning results, transformational leadership lessons to build a great company, and hard-hitting tactics to become mentally and physically strong enough to lead in times of change
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
Mastering Management Insights from First Break All the Rules.pptxAS Design
Discover the keys to effective leadership and managerial success with this comprehensive presentation based on Marcus Buckingham's seminal work, "First, Break All the Rules." Dive into a treasure trove of insights and actionable strategies distilled from Buckingham's research on exceptional managers. From identifying talent and maximizing strengths to fostering employee engagement and driving performance, this presentation covers it all. Whether you're a seasoned manager seeking to refine your skills or an aspiring leader eager to learn from the best, this resource-packed presentation is your roadmap to managerial greatness. Explore the groundbreaking principles outlined in "First, Break All the Rules" and revolutionize your approach to leadership today!
Taking the Pain Out of Performance ReviewsBizLibrary
When it comes to employee relations and labor/management conflicts, it's often difficult to find things about which both sides (employee and management) agree. One such area is performance reviews or appraisals. It’s just about universally true that nobody likes performance appraisals. But, the effective, accurate and objective evaluation of each employee’s performance holds the key to improving the overall performance of your entire organization.
In this program, BizLibrary's Jeremy Lieb, director of recruiting, and Erin Boettge, content manager, will provide actionable steps to improve the performance appraisal processes at your organization and empower you to implement a new program or change an existing one.
During this program, you'll get easy-to-understand insights on:
The role of performance management.
Why we do performance reviews.
Key strategies for effective performance management.
And much more.
Barry Saiff -Managing Content Development Teams: Inner Mastery for Outer SuccessLavaConConference
n this session you will learn:
• How can you create outsourcing success?
• How can technical communicators influence outsourcing decisions?
• What are the potential pitfalls to watch out for?
• What are the potential benefits to maximize?
• Is outsourcing right for your organization? Is now the time?
Attitude matters in our professional life. Enhance performance and Productivity through Attitude Improvement. A Corporate Training for Managers and Executives by Massive Business Academy.
The importance of teamwork in the IT worldMiglė Arūnienė
- What is team and teamwork?
- Roles and their responsibilities in IT.
- Team types in Agile and Waterfall.
- What do you gain from working in a team?
- Challenges that teams are facing.
- How to choose the right workplace?
Contact me:
migle@miglearuniene.com
LinkedIn - miglearuniene
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
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Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
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The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
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http://sandymillin.wordpress.com/iateflwebinar2024
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2. Measure the Strength of your
Company and its Managers
The Big 12
1. Do I know what is expected of me at work?
2. Do I have the right materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for doing good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel my job is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, has someone at work talked to me about my progress?
12. This last year, have I had opportunities at work to learn and grow?
3. Four Business Outcomes Correlate to
The Big 12
Productivity
•
• Profitability
• Employee retention
• Customer satisfaction
4. A Case In Point
Employee survey: Do you have the materials and equipment needed to
do your work right?
Store A: 45% Strongly Agreed
•
Store B: 11% Strongly Agreed
•
Reality: Store A and Store B had the same materials and equipment
•
Stores scoring in the top 25%:
On average, were 4.56% over their sales budget.
Almost 14% over their profit budget.
Retained more employees.
5. The Order of the Questions
Base Camp: “What do I get?” (Q1,Q2)
Camp 1: “What do I give?” (Q3,Q4,Q5,Q6)
Camp 2: “Do I belong here?” (Q7,Q8,Q9,Q10)
Camp 3: “How can we all grow?” (Q11, Q12)
The Focus of Great Managers
Great managers take aim at Base Camp and Camp 1 (Q1-Q6).
Securing 5’s is your most important responsibility.
6. How Do Great Managers Respond?
• Scenario 1: “Which would you rather have: an independent,
aggressive person who produced $1.2 million in sales or a congenial
team player who produced about half as much?”
• Scenario 2: “You have an extremely productive employee who
consistently fouls up the paperwork. How would you work with this
person to help him/her be more productive?”
• Scenario 3: “You have two managers. One has great talent for
management. The other is mediocre. There are two openings
available: the first is a high-performing territory, the second is a
territory that is struggling. Neither territory has yet reached its
potential. Where would you recommend the excellent manager to be
placed? Why?”
7. What Great Managers Know
People don’t change that much.
•
• Don’t waste time trying to put in what was left
out.
• Try to draw out what was left in - that is hard
enough.
8. What Great Managers Do
The Manager is a catalyst
A great manager must be able to:
• Select a person
• Set expectations
• Motivate the person
• Develop the person
10. Great Managers Four Core Activities
(The Four Keys)
Conventional Wisdom says:
1. Select a person…based on his experience, intelligence, and determination
2. Set expectations…by defining the right steps
3. Motivate the person…by helping him identify and overcome his weaknesses
4. Develop the person…by helping him learn and get promoted
Great Managers:
1. Select for talent
2. Define the right outcomes
3. Focus on strengths
4. Find the right fit
11. The First Key: Select for Talent
• You cannot teach talent
• You can teach skills and knowledge
• Talent drives an employee’s performance
• People don’t change
12. Three Kinds of Talent
Striving talents - why
Thinking talents - how
Relating talents - who
13. Common Myths Dispelled
Talents are rare and special
•
Some roles are so easy, they don’t require
•
talent
14. How to Find Talent
Know what talents you are looking for
•
Study your best employees
•
15. The Second Key: Define the Right
Outcomes
Define the right outcomes
Let the person find their own route
You must trust your people
16. Managers Do Need to Follow Some
Rules
All roles demand some level of accuracy
•
and safety
• Follow company and industry standards
• Rules do not guarantee customer
satisfaction
17. Four Expectations of All Customers
Level 1: Accuracy
Level 2: Availability
Level 3: Partnership
Level 4: Advice
18. The Third Key: Focus on Strengths
Spend most of your time with your best people
•
• Don’t try to fix weaknesses (non-talents)
• You can fix skills and knowledge
• Casting is everything
19. Investing in Your Best - The Fairest
Thing To Do
Fair does NOT mean treating everyone the
•
same
Fair means treating everyone the way they
•
deserve
Time away from your best is destructive
•
You can’t learn excellence from studying
•
failure
Don’t use the average to estimate excellence
•
20. Managing Around a Weakness
Try some new triggers
•
• Is it a skills/knowledge or a talent issue?
• Three ways to succeed
Devise a support system
Find a complementary partner
Find an alternative role
21. Build A Culture that Manages
Weaknesses
A healthy culture understands no one is
•
perfect
• Each person brings unique talents
• Find an alternative role for those not
working out
22. The Fourth Key: Find the Right Fit
Careers should NOT follow a prescribed path
•
• The Peter Principle
• Create heroes in every role
• Broadband salaries – your employee can earn
more than you!
23. The New Career
The employee is the star
•
• The employee is responsible for career
development
• Self-discovery is key: use the Sunday night
blues test
• The manager plays a significant role
Level the playing field
Hold up the mirror
Create a safety net
24. Terminating an Employee:
Use Tough Love
Confront poor performance early and directly
•
• Poor performance is average with no trend
upward
• Focus on the employee’s talents and the lack
of a fit
25. Interviewing for Talent
Ask open-ended questions
•
• Listen for specifics
• Believe their answers
27. The Strength Interview
1. What did you enjoy most about your previous work experience? What brought you
here? (If an existing employee) What keeps you here?
2. What do you think your strengths are? (skills, knowledge, talent)
3. What about your weaknesses?
4. What are your goals for your current role? (Ask for scores and timelines)
5. How often do you like to meet with me to discuss your progress? Are you the kind of
person who will tell me how you are feeling, or will I have to ask?
6. Do you have any personal goals or commitment you would like to tell me about?
7. What is the best praise you have ever received? What made is so good?
8. Have you had any really productive partnerships or mentors? Why do you think these
relationships worked so well for you?
9. What are your future growth goals, your career goals? Are there any particular skills you
want to learn? Are there some specific challenges you want to experience? How can I
help?
10. Is there anything else you want to talk about that might help us work well together?
28. Performance Reviews
1. What actions have you taken?
2. What discoveries have you made?
3. What partnerships have you built?
After about ten minutes
4. What is your main focus?
5. What new discoveries are you planning?
6. What new partnerships are you hoping to build?
29. Career Discovery
1. How would you describe success in your current role? Can you measure it?
Here is what I think. (add your own comments)
2. What do you actually do that makes you as good as you are? What does this
tell you about your skills, knowledge, and talents? Here is what I think. (Add
your own comments.)
3. Which part of your current role do you enjoy the most? Why?
4. Which part of your current role are you struggling with? What does this tell
you about your skills, knowledge and talent? What can we do to manage
around this? Training? Positioning? Support system? Partnering?
5. What would be the perfect role for you? Imagine you are in that role. It’s
three P.M. on a Thursday. What are you doing? Why would you like it so
much? Here is what I think. (Add your own comments.)
30. A Great Company Culture
Break the grip of conventional wisdom
•
Keep the focus on outcomes
•
Value world class performance in every role
•
Study your best
•
Teach the language of great managers
•