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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I usually don't read management or self help books as I find them boring but this one read like a novel and I could relate to several instances and situations which I face everyday in corporate world. 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.

Now we were all told as children that we get the best bang for the buck by improving our weak areas. If you’re a sales manager, you might choose how many sales employees need to get and let people decide how to get there. Intentionally design the atmosphere to encourage self-expression, trust, enjoyment, and productivity.The outcomes of each endeavour be it employee retention, talent acquisition, promotion, work ethics, work environment etc are based on several interviews held with managers across all the levels. I'm not a manager, but this book felt especially relevant to me since my company just did an employee survey based on the 12 questions Gallup formulated through this study. These questions are designed to help managers identify and focus on their employees' strengths, ultimately leading to a more productive and engaged workforce.

What often gets in the way of achieving this is the conventional career path – a model of progress with many flaws. The lure of climbing the corporate ladder will lose some of its appeal when employees know they can achieve more prestige and earn more money by continuing to excel in a position that fits their talents best.By breaking the rules of traditional management, readers will be able to see things differently and find innovative ways to manage. My best friend went on to explain that she'd been in change of data for the entire elementary school last year and that she had a reputation for her skills. Readers learn here that talent is not as special as they may have thought, but simply a recurring pattern that is effective. The book also has great questions to use as a manager, and I've had some great discussions so far with a few I've tried. A lot of managers like to make like what they do is some mysterious, mystical thing or just something certain gifted people can do.

The other possible questions on pay, benefit and such are not significant differentiators in workplace strength so they are not included in the core 12. As we have seen, the snug fit of an employee’s talents with company demands contributes greatly to good performance. As a manager, recognize that someone's talents are usually enduring and extremely difficult to change, so make sure you select for talent and cast each person to the right match based on talents.and what this book taught me was that your 'talent' could be that you hate waking up in the morning lol (I'm very talented at this) and a managers job is to align talent with career aspirations. The author gives important insights to maximizing strengths, understanding the crucial differences between leadership and management, and fulfilling the quest for long-lasting personal success.

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