First Break All The Rules by CdhT8T

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									The following is an excerpt from the book First Break All the Rules written by Marcus Buckingham.



                                            First Break All the Rules
                                                                              --- Marcus Buckingham

                            Talented employees need great managers.


 Four Tips of great managers

 1.   Pick the right people
 2.   Don’t over-promote people
 3.   Never pass the buck
 4.   Make very few promises to your people and keep them all



   The most essential human tasks

   1. Sensing,
   2. Judging,
   3. Creating, and
   4. Building relationships.

(Ask all your employees the following questions and then analyse the response to gauge your
organizations performance.)

 The Measuring stick:

 1. Do I know what is expected of me at work?
 2. Do I have the materials and equipment I need to do my work right?
 3. At work, do I have the opportunity to do what I do best every day?
 4. In the last seven days, have I received recognition or praise for good work?
 5. Does my supervisor or someone at work, seem to care about me as a person?
 6. Is there someone at work who encourages my development?
 7. At work, do my opinions seem to count?
 8. Do the mission / purpose of my company make me feel like my work is important?
 9. Are my co-workers committed to doing quality work?
 10. Do I have a best friend at work?
 11. In the last six months, have I talked with someone about my progress?
 12. At work have I had opportunities to learn and grow?




                 People do not leave companies, they leave managers.
Most Important responsibilities

   1.   Select a person
   2.   Set expectations
   3.   Motivate the person
   4.   Develop the person


   Insight common to great managers

   People don’t change that much
   Don’t waste time trying to put in what was left out
   Try to draw out what was left in
   That is hard enough



  “Roads with the most traffic get widened. The ones that are rarely used fall into
  disrepair.”


   When selecting some one select for talent…. Not for experience, intelligence or determination.
   Excellence is impossible without talent.

   When setting expectations, they define the right outcomes…… not the right steps.

   When motivating someone, they focus on strengths…..not on weaknesses. (It simply means that
   persistence focused primarily on non talents is wasted. You cannot learn very much about
   excellence from studying failure.)

   When developing someone, they help him find the right fit…..not simply the next rung on the
   ladder.(Everyone has the talent to be exceptional at something. The trick is to find that
   something, by spending time one-to-one.)

   Treat every person as he would like to be treated. (If you are not doing this, then it is like to
   playing chess without knowing how all the pieces move.)

   Talent is defined as “a recurring pattern of thought, feeling or behaviour that can be
   productively applied”
Three categories of talent

a) Striving talents: explains “why of a person”, why he does any activity talks about his
competitiveness / altruistic nature.

b) Thinking talents: explains “how of a person”, how he thinks, comes to a decision, is the person a
practical thinker / strategic.

c) Relating talents: explains “who of a person”, who he trusts, with whom he builds relationships
with, or confronts with.


The most efficient way to turn someone’s talent into performance is to help him find his own path of
least resistance toward the desired outcomes. In your attempts to get your people to perform,
never try to perfect people. Let them become more of who they already are.


Try to answer these three questions,

1. “As a manager; which would you rather have: an independent, aggressive person who produced $1.2
million in sales or a congenial team player who produced about half as much? Please explain your
choice.

2. “You have an extremely productive employee who consistently fouls up the paperwork. How would
you work with this person to help him/her be more productive?”

3. You have two managers. One has the best talent for management you have ever seen. The other is
mediocre. There are two openings available: the first is a high-performing territory, the second is a
territory that is struggling. Neither territory has yet reached its potential. Where would you recommend
the excellent manager be placed? Why?”


                                                                                             All the best
                                                                                      G JayantH KumaR

								
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