|
Insights
from
First
Break all the Rules - (Review)
Based on mammoth research conducted by the Gallup
Organization involving 80,000 managers across different
industries, this book explores the challenge of many
companies - attaining, keeping and measuring employee
satisfaction.
You can now discover how great managers attract, filter, hire, focus,
engage and
retain their most talented employees!
If YOU are a leader or manager - This is your
biggest business CHALLENGE today - retaining and inspiring talent.
This
means that in order for you to succeed, you have to become a
"great" manager / leader and coach!
Some Key Ideas from the book "First Break all the rules:
1. The best managers treat each employee as an unique
individual
2. The best managers reject conventional wisdom.
3. The best managers know they are on show
everyday. They know their people are watching every move
they make and they walk their talk
4. The best managers never focus or try to fix weaknesses; they focus on
building people strengths and talents.
5. People leave their immediate managers, not the
companies they work for.
6. Measuring employee satisfaction and engagement is vital
information for your stakeholders and investors
7. The best managers are those that build a work
environment where the employees answer positively to these
12 Questions:
In order for staff to perform at their best they need
certain conditions, contexts, interactions and experiences.
The following questions can assist you in discovering what
may be missing in your workplace.
- Do I know what is expected of me at work?
- Do I have the materials and equipment I need to do
my work right?
- At work, do I have the opportunity to do what I do
best everyday?
- In the last 7 days, have I received recognition or
praise for doing good work?
- Does my supervisor or someone at work seem to care
about me as a person?
- Is there someone at work who encourages my
development?
- At work, do my opinions seem to count?
- Does the mission/purpose of my company make me feel
my job is important?
- Are my co-workers committed to doing quality work?
- Do I have a best friend at work?
- In the last six months, has someone at work talked
to me about my progress?
- This last year, have I had the opportunity at work
to learn and grow?
The Gallup study showed that those companies that
reflected positive responses to the 12 questions profited
more, were more productive as business units, retained more
employees per year, and satisfied more customers.
Without satisfying an employee’s basic needs first, a
manager can never expect the employee to give stellar
performance. The basic needs are: knowing what is expected
of the employee at work, giving her the equipment and
support to do her work right, and answering her basic
questions of self-worth and self-esteem by giving praise for
good work and caring about her development as a person.
The great manager mantra is don’t try to put in what was
left out; instead draw out what was left in. You must hire
for talent, and hone that talent into outstanding
performance.
More wisdom in a nutshell from First, Break All the
Rules:
1. Know what can be taught, and what requires a
natural talent.
2. Set the right outcomes, not steps. Standardize
the end but not the means. As long as the means are within
the company’s legal boundaries and industry standards,
1. Let the employee use his own style to deliver
the result or outcome you want.
2. Motivate by focusing on strengths, not
weaknesses.
3. Casting is important, if an employee is not
performing at excellence, maybe she is not cast in the right
role.
4. Every role is noble, respect it enough to hire
for talent to match.
5. A manager must excel in the art of the
interview. See if the candidate’s recurring patterns of
behavior match the role he is to fulfill. Ask open-ended
questions and let him talk. Listen for specifics.
8. Find ways to measure, count, and reward
outcomes.
9. Spend time with your best people. Give constant
feedback. If you can’t spend an hour every quarter (or more)
talking to an employee, then you shouldn’t be a manager.
10. There are many ways of alleviating a problem or
non-talent. Devise a support system, find a complementary
partner for them, or an alternative role.
11. Do not promote someone until he reaches his level
of incompetence; simply offer bigger rewards within the same
range of his work. It is better to have an excellent highly
paid waitress or bartender on your team than promote him or
her to a poor starting-level bar manager.
12. Some homework to do: Study the best managers in the
company and revise training to incorporate what they know.
Send your talented people to learn new skills or knowledge.
13. Change recruiting practices to hire for talent,
revise employee job descriptions and qualifications.
If you can begin to build awareness and an understanding of
what talented and valuable employees value, need and want -
then you can begin to retain your most talented assists.
Authors Regine P. Azurin and Yvette Pantilla
Tony Dovale – Life Masters Coaching
REAL Team Building Company Activities
083-447-6300 |
