This document provides a summary of the book "First, Break All the Rules" by Marcus Buckingham and Curt Coffman.
The book is based on research by Gallup analyzing responses from over 80,000 managers. It identifies 12 key questions that are strongly linked to employee engagement and business outcomes. Great managers get positive responses to these 12 questions by focusing on individual strengths rather than weaknesses. The four keys that define great managers are selecting for talent, setting the right outcomes, focusing on strengths, and helping employees find the right fit. The summary highlights the research methodology and findings, and emphasizes that great managers play to individual talents rather than trying to fix weaknesses. They break conventional rules of management to achieve higher performance.
Simon Russell, Director of Consulting at Work Group, gave a presentation at the AGCAS Graduates into Smaller Businesses Conference in Birmingham on 26 November.
He argued that the principles of employer marketing remain the same whether you're an SME or large employer. What's more, smaller employers have a clear advantage over the heavyweight graduate employers.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
Simon Russell, Director of Consulting at Work Group, gave a presentation at the AGCAS Graduates into Smaller Businesses Conference in Birmingham on 26 November.
He argued that the principles of employer marketing remain the same whether you're an SME or large employer. What's more, smaller employers have a clear advantage over the heavyweight graduate employers.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
Success starts with culture: taking a holistic approach to organizational cha...LinkedIn Talent Solutions
Tony Bond, AVP & Managing Consultant, Great Place to Work®
“Corporate culture” has become a catch phrase, but what does it take for a company to have a truly successful culture where employees can thrive? Not only does a successful workplace culture lead to happier employees, but it is also a critical factor in helping an organization drive performance and results. Mistakenly, many organizations cling to tradition or “what’s always been done” to inform culture— and this pushes against innovation and growth. Tony understands the importance of organizational change and business innovation, and what particular aspects of workplace culture are most relevant today. Bond will discuss what Great Place to Work® has learned while consulting for and accessing the culture of some of the largest and most well-known companies.
Check out the best of Talent Connect: http://bit.ly/1MBqz6m
Agency talent churn is coming. The Great Recession has bred hordes of restless agency staffers. These valuable people are getting ready to seek better jobs.
Here are some thoughts on addressing this problem.
Success starts with culture: taking a holistic approach to organizational cha...LinkedIn Talent Solutions
Tony Bond, AVP & Managing Consultant, Great Place to Work®
“Corporate culture” has become a catch phrase, but what does it take for a company to have a truly successful culture where employees can thrive? Not only does a successful workplace culture lead to happier employees, but it is also a critical factor in helping an organization drive performance and results. Mistakenly, many organizations cling to tradition or “what’s always been done” to inform culture— and this pushes against innovation and growth. Tony understands the importance of organizational change and business innovation, and what particular aspects of workplace culture are most relevant today. Bond will discuss what Great Place to Work® has learned while consulting for and accessing the culture of some of the largest and most well-known companies.
Check out the best of Talent Connect: http://bit.ly/1MBqz6m
Agency talent churn is coming. The Great Recession has bred hordes of restless agency staffers. These valuable people are getting ready to seek better jobs.
Here are some thoughts on addressing this problem.
#CultureCode The little red book of answers for HR managers Naomi Simson
This pocket size book gives you a quick glance as to why employee engagement is so important - and why happy people = happy profits.
After all it is okay to have fun at work.
How to Break Through No Man's Land - The Stage Where Growing Companies Get Stucknewportboardgroup
Many companies enter a stage of growth where their business is too big to be small, and too small to be big. They’re running as fast as they can and yet the old way of running the business doesn’t seem to work anymore.
Catherine Cates discusses a proven set of actionable recommendations to pinpoint where you are in No Man's Land and how to break through it.
This slideshow details:
- How to recognize if you are in No Man's Land
- The 4 M's: categories where companies get stuck
- A tool to help your company move past No Man's Land
What’s Your Green Goldfish examines how companies go above and beyond to capture the hearts of their employees. Creating signature extras that help them stand out from competitors, drive engagement and reinforce their culture. This executive summary outlines the Top 9 takeaways from the book, the ingredients / R.U.L.E.S. of creating green goldfish and the 15 different types of green goldfish. OVERALL TAKEAWAY: Culture trumps strategy and principles beat rules. The entire premise of “What’s Your Green Goldfish” is that employees must come first and that happy engaged employees create happy customers.
Stan Phelps
stan@purplegoldfish.com
919.360.4702
This module will let individuals see the importance of branding your company, the challenges you will face in relation to growth, the expenses that you will be out that you may have perhaps not thought of and how to resolve problems relating to cost based pricing.
What will happen in 2019?
As always, I can only read between the lines, combine various signals, information and experiences from the labor market, unlock trends in the United States and Western Europe, watch the progress and the actions of inspirational companies, and polish my Employer Branding crystal ball. I have been faithful to this approach for many years. So, what do I see in the next year? With my eyes closed, I see "people dancing around the company fire in a celebration of a meaningful workplace progression for them". Well, well - let's move the metaphors into a more comprehensible form - 5 specific directions that could be enacted in the new year in Employer Branding.
1. attempts of ANY KIND TO MOTIVATE –> creating MEANINGFUL WORK
2. BUZZWORDS on notice boards –> capturing KEY VALUES
3. Concern for MATERIAL REINSURANCE -> focus on the CARING ENVIRONMENT
4. corporate SOCIAL RESPONSIBILITY –> corporate EMPLOYEE RESPONSIBILITY
5. separate DEPARTMENTS –> united TEAMS
A practical guide to the key global trends and practices that are transforming HR, talent acquisition and management.
Building on the success of The Employer Brand, a conceptual introduction to what has now become a well-established concept; this is a practical guide to implementation, drawing on a much wider range of cases and examples.
Richard Mosley draws on the significant advances in employer brand practice among leading companies to give managers hands-on advice. He will demonstrate how employer brand thinking can strengthen organisational HR strategy and reinforce HR’s value to the business.
1. WISDOM IN A NUTSHELL
First, Break All The
Rules
What The World’s Greatest Managers Do
Differently
By
Marcus Buckingham and Curt Coffman
Simon & Schuster, May 1999
ISBN: 0684852861
255 pages
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