1. Two large studies over 25 years surveyed over 1 million employees and found that talented employees need great managers and that how long an employee stays and their productivity is determined by their relationship with their immediate supervisor. 2. The book presents insights from great managers and found that they reject conventional wisdom. Instead of trying to fix weaknesses, they recognize that people are motivated differently and have their own styles. Great managers focus on drawing out employees' strengths rather than trying to change their inherent traits. 3. The studies developed 12 questions that measure strong workplaces and found a direct link between positive responses on the questions and higher productivity, profitability, employee satisfaction and retention.

2. 
Different sexes, races, and ages

Employ vastly different styles
But most of all: They break all of the rules of
Conventional Wisdom(straight understanding)

3. The book is not encouraging public to
replace their natural managerial style with
a standardized version. But rather, help
them capitalize on THEIR own style by
showing them how to incorporate the
revolutionary insights shared by great
manager.

4. Two mammoth studies over 25 years and surveying over
1Million people from many great companies & 80,000
managers with 2 questions:

What do the most talented, productive employees need
from the workplace?

How do you attract, find, focus, and keep talented
employees?
Most powerful discovery:
› Talented employees need great managers
› How long an employee stays and how productive the employee
is will be determined by the relationship with the immediate
supervisor

5. 
It is easier
› Belief that each employee possesses unlimited
potential
› Best way to help an employee is to fix their
weaknesses
› Do unto others as you would be done unto
› Treat everyone the same and avoid favoritism
Revolutionary Wisdom isn’t easy

6. 
A Disaster Off the Scilly Isles

The Measuring Stick

Putting the Twelve to the Treat

A Case in Point

Mountain Climbing

7. What do we know to be important are unable to
measure?

Key ideas:› Build a workplace
› No accurate yardstick is devised
› Retire on active duty
Institutional investors demand the measuring stick

8. The 12 questions to measure the strength of a
workplace:1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my
work right?
3. At work, do I have the opportunity to do what I do
best everyday?
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?

9. 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 the opportunity at work
to learn and grow?

10. Does the measuring stick link to business outcomes?
1.
Productivity
2.
Profitability
3.
Employee satisfaction
4.
Customer satisfaction
Results:1.
12 positive responses – higher levels of productivity,
profit, employee retention & customer satisfaction
2.
10 positive responses – direct link to productivity
3.
8 positive responses – linked to profitability

11. What do these discoveries mean for one particular company?
The research findings:1. Employees perception when asked the question “Do I have the
materials & equipment I need to do my work right?”
2. Store ranks on employee option survey:Top 25% group were at 4.56% over their sales target
Bottom 25% group were at 0.84% below their sales target
3. Profits :Top 25% group were 14% over their target
Bottom 25% group had a fall of 30% in the profit goals
4. Employee retention
Top 25% group was 12% more per year on average
bottom 25% group were 1000 more employees retained per year
because of which the hiring & training costs increased every


12. Why is there an order to the 12 questions?

It is a psychological mountain that has to be
climbed by an individual.
Base Camp:- what do I get?
Camp 1: - What do I give?
it focuses on employees self esteem & self-worth
Camp 2:- Do I belong here?
it focuses on the acceptance of a employee
Camp 3:-How can we all grow?
it focuses on the talk about the progress in last 6months.
Out of the 12questions great managers focus on the first
6questions:-

13. 
Words from the Wise

What Great Managers Know

What Great Managers Do

The Four Keys

14. Whom did Gallup interview?
Eighty thousand managers from:•
•
•
•
•
•
•
•
•
hotel supervisors
sales managers
general agents
senior account executives
manufacturing team leaders
professional sports coaches
pub managers
public school superintendents
Majors
Great managers share less in common than you
might think.

15. What is the revolutionary insight shared by all
great managers?

Mantra of great managers explain:› Why great managers don’t believe everyone has
unlimited potential. They don’t try to fix
weaknesses. It’s why they play favorites and why
they break all the rules of conventional wisdom.

16. What are the basic roles of a great manager?
Speed up employees talent & companies goal.
 Understand employees talent with the customers
needs.
To warrant positive responses from his employees, a
manager must:
 Select a person.
 Set expectations.
 Motivate the person.
 Develop the person.
Keep it Simple. Each manager should employ his own
style, and just focus on being a catalyst.


17. How do great managers play these roles?
Conventional Wisdom
Great Managers’
Wisdom
1. Select a person according to
experience, intelligence and
determination.
1. Select for talent.
2. Set expectations by defining the
right steps.
2. Set expectations by defining the
right outcomes.
3. Motivate by identifying
weaknesses and see how to
overcome them.
3. Motivate by focusing on strengths.
4. Develop the person to help him
learn and get promotes.
4. Help him find the right fit, not just
the next rung on the ladder.

18. 
Talent: How Great Managers Define It.

The Right Stuff

The Decade of the Brain

Skills, Knowledge, and Talents

The World According to Talent

Talent: How Great Managers Find It.

A Word From the Coach

19. 
Managing by Remote Control

Temptations

Rules of Thumb

What do you get paid to do?

20. 
Let them become more of who they already are

Tales of Transformation

Casting is everything

Manage by exception

Spend the most time with your best people

21. 
The Blind, Breathless climb

One rung doesn’t necessarily lead to another

Create heroes in every role

Three stories and a New career

The Art of Tough Love

22. 
The Art of Interviewing for Talent

Performance Management

Keys of Your Own

Master Keys

23. 1. THE MEASURING STICK
2. THE WISDOM OF GREAT MANAGERS
3. THE FIRST KEY: SELECT FOR TALENT
4. THE SECOND KEY: DEFINE THE RIGHT
OUTCOMES
5. THE THIRD KEY: FOCUS ON STRENGTHS
6. THE FOURTH KEY: FIND THE RIGHT FIT
7.TURNING THE KEYS: A PRACTICAL GUIDE

24. 
I tried to create an environment where they were encouraged to be
more of who they already were.

Never pass the buck…makes your world easy but the organization as
a whole will be weakened.

Make very few promises and keep them all

Remember you are on stage and everyone is watching. Everything
said or done send clues to employees which effects performance.

Don’t over promote people but rather pay them well for what they
do.

Treating people differently is a part of helping them feel unique.

25. 
Many companies know that their ability to
find and keep talented employees is vital to
their sustained success, but they have no way
of knowing whether or not they are effective
at doing this.

When someone leave a company, he takes his
value with him---more often than not,
straight to the competition

Bleeding people is Bleeding Value

26. 
One rung doesn’t necessarily lead to another

Each rung is competition, each competition creates more
losers than winners

Marketable knowledge, skills and experiences are career
movers

Create heroes in every role

Graded Levels of Achievement no matter where they are
on the ladder: Measure it, reward it, people will try to
excel at it

27. 
Conventional Wisdom encourages you to think anyone
can be anything if they just try hard enough.

Teach them skills and competencies to fill in the
traits they lack.

All of your best efforts as a manager should focus on
either muzzling or correcting what nature saw fit to
provide.

28. 
They reject Conventional Wisdom

They recognize
differently.

They recognize that each person has his own way of
thinking and his own style of relating to others.

There are limits to remolding employees.

They try to help each person become more and more
of who they are.
that
each
person
is
motivated

29. 
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!