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First, break all the rules : what the world's greatest managers do differently

2016

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Summary

The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. This amazing book explains why. Gallup presents the remarkable findings of its massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance. There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.

Record details

Main title:

First, break all the rules : what the world's greatest managers do differently / from Gallup ; foreword by Jim Harter, Ph.D.

Author:

Harter, Jim, writer of forewordClifton, Donald O., creatorGallup Organization

Work:

First, break all the rules : what the world's greatest managers do differently

Edition:

[New edition].

Imprint:

Collation:

350 pages : illustrations ; 24 cm

Notes:

Presents "vital performance and career lesson for managers at every level -- and best of all, shows you how to apply them to your own situation. Included with this re-release... updated meta-analytic research and access [codes] to the Clifton StrengthsFinder assessment, which reveals people's top themes of talent, and to Gallup's Q12 employee engagement survey..."--Page 4 of dust jacket."These studies were initiated by the lifetime work of the late Dr. Donald O. Clifton, whom the American Psychological Association commended as the Father of Strengths-Based Psychology."--P. 3.Includes bibliographical references (pages 342-348).

Contents:

The measuring stick -- The wisdom of great managers -- The first key : select for talent -- The second key : define the right outcomes -- The third key : focus on strengths -- The fourth key : find the right fit -- Turning the keys : a practical guide -- Gathering force -- Appendix A. The Gallup path to business performance : what is the path to sustained increase in shareholder value? -- Appendix B. What the great managers said : what did great managers say to the three questions quoted in chapter 2? -- Appendix C. A selection of talents : which talents are found most frequently across all roles? -- Appendix D. Finding the Q12 items : how did Gallup find the Q12 items? -- Appendix E. The meta-analysis : what are the details of the meta-analysis?.

ISBN:

9781595621115 (hbk)9781595621115 (hardback)1595621113 (hardback)

Dewey class:

658.409

Language:

English

Added title:

What the world's greatest managers do differently

Subject:

Executive abilityManagementExecutives -- AttitudesEmployees -- AttitudesEmployer attitude surveysEmployee attitude surveys

BRN:

544192