The document summarizes research from Gallup on what makes a great manager. Gallup interviewed over 80,000 managers and 1 million employees over 25 years. They found companies with "great managers" have better customer satisfaction, productivity, employee retention, and profits. To measure management effectiveness, Gallup created a "Q12" survey with 12 questions divided into 4 categories - Base Camp (what employees get), Camp 1 (what employees give), Camp 2 (if employees belong) and Camp 3 (how employees can grow). The questions gauge employee engagement. Highly engaged employees benefit companies with less absenteeism and turnover. The document encourages managers to have employees complete the Q12 survey and create action plans to improve engagement, starting with

1. First, Break All the Rules
What the World’s Greatest
Managers Do Differently
Brian M. Wills
Director
Agile Transformation Office
3-Feb-2016

2. 2
The Largest Study of Its Kind
• Gallup Research Summary
– Interview Details
• Over 80,000 Managers
• Over 1,000,000 Employees
• Derived over 25 years asking employees
hundreds of questions
– Discovery
• Companies with “Great Managers” have
better customer satisfaction, productivity,
employee retention, and profits

3. 3
Question for Employees
• “What do the most talented employees need
from their workplace?”
– Discovery
• Talented employees need
“Great Managers”

4. 4
Question for Great Managers
• “How do the world’s Greatest Managers find,
focus, and keep talented employees?”
– Discovery
• All Great Managers build a work
environment that attracts, focuses, and
keeps talented employees.

5. 5
The Holy Grail Question
• “How can we best measure a Great
Manager’s ability to build this kind of work
environment?”
• “If you can’t measure it, you can’t
manage it.”
• “Measuring Stick” created

6. 6
The Holy Grail Found
• Gallup Created a “Measuring Stick” for
work environments
– Simple & Accurate
– Allows workplaces to easily be compared on a
numeric basis

7. 7
The Measuring Stick – “Q12”
• Discovery
– Measuring the strength of a workplace can be
simplified to 12 Questions
– Survey questionnaire referred to as the “Q12”

8. 8
What Great Managers Know
• Insight
– 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.
• Each individual employee must be
motivated differently

9. 9
The Four Camps of Q12
• The Q12 is divided into Four Camps
Camp Level Role Question
Base Camp “What do I get?
Camp 1 “What do I give?”
Camp 2 “Do I belong here?”
Camp 3 “How can we all grow?”

10. 10
Base Camp Questions
• “What do I get?”
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?

11. 11
Camp 1 Questions
• “What do I give?”
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 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?

12. 12
Camp 2 Questions
• “Do I belong here?”
7. At work, do my opinions seem to
count?
8. Does the mission of my company
make me feel like my work is
important?
9. Are my co-workers committed to doing
quality work?
10.Do I have a best friend at work?

13. 13
Camp 3 Questions
• “How can we all grow?”
11. In the last six months, have I talked
with someone about my progress?
12. This last year, have I had
opportunities at work to learn and
grow?

14. 14
Take the Survey
• Using the following scale, answer
each question from the perspective
of “you at work:”
• 1=Strongly Disagree
• 2=Disagree
• 3=Neutral
• 4=Agree
• 5=Strongly Agree

15. 15
Next Steps
1) Employees
– Complete Q12
2) Leadership
– Calculate results
– Create action plan to increase scores
(starting with Base Camp & Camp 1) to 5.0
• Ask employees what it takes to get to 5.0

16. Results
• Engagement Index slots people
into three categories
1. “Engaged”
• Response of 4 (Agree) to 5 (Strongly
Agree)
2. “Not-Engaged”
• Response of 3 (Neutral) to 4 (Agree)
3. “Actively Disengaged”
• Response of less than 3 (Neutral)
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17. Why do we care?
• Gallup - The Great Elements of Managing
– “If you do these things for us, we will do what the
company needs of us.'“
– Engaged employees average 27 percent less
absenteeism.
– Actively disengaged workers experience 51 percent
more turnover than engaged employees.
– Cost of losing a person is 25-80% of annual wage for
entry-level; 75-400% of annual salary for turnover of
a specialist
– Although much of a customer's experience is outside
control of employees, being in Engaged category
equates to 12% higher customer scores.
– Teams in more engaged half are more than twice as
likely to succeed.
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