First, Break All the Rules: What the World's Greatest Managers Do Differently: From Gallup

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First, Break All the Rules: What the World's Greatest Managers Do Differently: From Gallup

First, Break All the Rules: What the World's Greatest Managers Do Differently: From Gallup

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Price: £9.9
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Because great managers focus on performance, they immediately address any performance that’s not meeting their expectations.

a manager's job is to match up employees with work they're talented at and enjoy, remove roadblocks, and "catalyze" them to become even better. Many other things I found to be insightful and useful, but the above I'd say was the gist of what most helped my thinking. When selecting someone, they select for talent … not simply experience, intelligence, or determination.Get the latest edition of the groundbreaking management bestseller that established the science of employee engagement. Even though company-wide policies and procedures may affect individuals, it’s up to leaders to see how to implement these. The difference between the two lies in how inherent talents are executed, and often those talents are surprisingly similar.

Both Buckingham and Coffman have started consulting and management training companies of their own, and have written other bestselling business books. As we have seen, the snug fit of an employee’s talents with company demands contributes greatly to good performance. Also, everyone has an innate talent and the key is to align that with your career (instead of trying to strengthen a weakness). The authors demonstrate how some commonly held notions about career and management are actually misleading.But most readers will be familiar with the unfortunate trend to promote employees until they reach their level of incompetence. Maybe one day I'll feel comfortable enough managing people to no longer need it, but I expect to keep this book close to my desk as a reference for a while. Lesson 3: Look to the most productive and successful employees when determining the standard everybody should strive for. Based on interviews with 80,000 managers in 400 companies, the lessons taught in First, Break All the Rules show that the best managers are the ones who break from the conventional methods of management. Maybe I'm already a "great manager" or maybe they were just trying to make me think so, but it seems to me that all of the recommendations in this book are pretty obvious.



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