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. And, yes, they even play favorites. This amazing book
explains why.
Marcus Buckingham and Curt Coffman of the
Gallup Organization present the remarkable findings of their
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.
In today's tight labor markets,
companies compete to find and keep the best employees, using
pay, benefits, promotions, and training. But these
well-intentioned efforts often miss the mark. The front-line
manager is the key to attracting and retaining talented
employees. No matter how generous its pay or how renowned
its training, the company that lacks great front-line
managers will suffer. Buckingham and Coffman explain how the
best managers select an employee for talent rather than for
skills or experience; how they set expectations for him or
her -- they define the right outcomes rather than the right
steps; how they motivate people -- they build on each
person's unique strengths rather than trying to fix his
weaknesses; and, finally, how great managers develop people
-- they find the right fit for each person, not the next
rung on the ladder. And perhaps most important, this
research -- which initially generated thousands of different
survey questions on the subject of employee opinion --
finally produced the twelve simple questions that work to
distinguish the strongest departments of a company from all
the rest. This book is the first to present this essential
measuring stick and to prove the link between employee
opinions and productivity, profit, customer satisfaction,
and the rate of turnover.
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.
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