ale to dopiero początek - liczba narzędzi tu zawarta do wykorzystania przez zawodowych managerów jest ogromna.

The only reason I'd need to get a new copy of this book is because my current copy would be tattered from my constant referring to it. Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the world’s greatest managers do differently. Lesson 2: Lead effectively by setting baseline standards and letting your team members decide how they’ll accomplish outcomes. W środku jest tak dużo dobrego materiału, że słuchając bałem się, że przez roztargnienie czegoś zapomnę. I've also been thinking about my next steps at my current company, and this provided some guidance on really taking time to figure out what I'm good, what I enjoy, and not just blindly taking the next step 'up'.They summarize their findings in First, Break All the Rules: What the World’s Greatest Managers Do Differently . Imagine you work with nurses that form emotional relationships with patients but who also get overwhelmed. While great managers allow employees to be individuals, that doesn’t mean employees are free to do whatever they wish.

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. The key lies in satisfied employees: the more satisfied an employee is, the more she’ll contribute to building and maintaining a strong workplace. It would give you an effective framework in recruiting the right ones, setting the right goals, focusing on the strengths, and assigning the right roles to the subordinates. I learnt that top managers should spend most of their time with their best employees and quit wasting their time trying to help everyone get up to par.I generally like books that go against conventional wisdom, and this book is quite different than the other management books I've read in the years.

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.It’s only by knowing their employees this well that great managers are able to choose the right ways to develop them.

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. At the time the book was published, they worked for the Gallup Organization, a global performance management consulting company. Having just finished it I think it’s a must read for anyone who is or aspires to be in a people management role.The difference between the two lies in how inherent talents are executed, and often those talents are surprisingly similar.