“Out of hundreds of books about improving organizational performance, here is one that is based on extensive empirical evidence and a book that focuses on specific actions managers can take to make their organizations better today!” ~Jeffrey Pfeffer Professor, Stanford Business School
Essentially, this book is about how to be a good manager. After interviewing a million employees and 80,000 managers, Gallup discovered that twelve items describe the health of a workplace. The first six are most important. They are:
- I know what is expected of me at work.
- I have the materials and equipment I need to do my work right.
- At work, I have the opportunity to do what I do best every day.
- In the last seven days, I have received recognition or praise for doing good work.
- My supervisor, or someone at work, seems to care about me as a person.
- There is someone at work who encourages my development.
Great managers share one common trait: They don’t hesitate to break virtually every rule held sacred by conventional wisdom. In fact, they don’t believe that, with enough training, a person can achieve anything he sets his mind to. They don’t try to help people overcome their weaknesses.
Gallup has found that the front-line manager is the key to attracting and retaining talented employees. In fact, this book explains how the best managers select an employee for talent rather than for skills or experience, set expectations, build on each person’s unique strengths rather than trying to fix his or her weaknesses, and get the best performance out of their teams.
This is the first book to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction and the rate of turnover.
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