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

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Those are important, but talent is the thing you need to look for since you can't teach talent), then do the best to make sure those folk can show you what they can do and let those talents flourish.

This is much more efficient because it keeps you from having to create a training plan that you must enforce. W środku jest tak dużo dobrego materiału, że słuchając bałem się, że przez roztargnienie czegoś zapomnę. When you purchase a physical book that includes an access code(s), you can find your access code(s) in a sealed packet in the back of the book. 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.

There’s a lot of pressure to lead from the front and set a good example while at the same time making your superiors happy. But most readers will be familiar with the unfortunate trend to promote employees until they reach their level of incompetence.

It was interesting to compare my thoughts on the survey without knowing anything about it, to learning all the mechanics and data of 'why' behind it all. 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.This means they aren’t afraid to defy conventional wisdom or standard advice when their team benefits. By breaking the rules of traditional management, readers will be able to see things differently and find innovative ways to manage. Everyone will always have imperfections, but their strengths can be balanced if given the proper attention. My friend was slightly shocked, I think, because we have been conditioned to believe, as employees, that investment in YOU means that someone cares or thinks you're pretty hot stuff.

First, Break All the Rules, subtitled What the World's Greatest Managers Do Differently (1999), is a self-help book authored by Marcus Buckingham and Curt Coffman, about improving employee satisfaction.Buckingham and Coffman discuss the fallacies of standard management thinking and how good managers create and sustain employee satisfaction. Readers will learn that their time is better spent on enhancing employee performance and keeping the focus on the goal. When you want to improve employees performance, look to the top performers on your team, not mistakes or averages. Anyway, this book has me thinking about management in an all new way and I am very interested to see what else it has to offer.