Different sexes, races, and ages Employ vastly different styles

But most of all: They break all of the rules of Conventional Wisdom(straight understanding)

The book is not encouraging public to replace their natural managerial style with a standardized version. But rather, help them capitalize on THEIR own style by showing them how to incorporate the revolutionary insights shared by great manager.

Two mammoth studies over 25 years and surveying over 1Million people from many great companies & 80,000 managers with 2 questions:

What do the most talented, productive employees need from the workplace?

How do you attract, find, focus, and keep talented employees?

Most powerful discovery: › Talented employees need great managers› How long an employee stays and how productive the

employee is will be determined by the relationship with the immediate supervisor

It is easier› Belief that each employee possesses

unlimited potential› Best way to help an employee is to fix their

weaknesses› Do unto others as you would be done unto› Treat everyone the same and avoid

favoritism

Revolutionary Wisdom isn’t easy

A Disaster Off the Scilly Isles

The Measuring Stick

Putting the Twelve to the Treat

A Case in Point

Mountain Climbing

What do we know to be important are unable to measure?

Key ideas:-› Build a workplace › No accurate yardstick is devised› Retire on active duty

Institutional investors demand the measuring stick

The 12 questions to measure the strength of a workplace:-

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 everyday? 4. In the last seven days, have I received

recognition or praise for doing 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. Does the mission/purpose of my company

make me feel my job 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, has someone at work

talked to me about my progress? 12. This last year, have I had the opportunity at

work to learn and grow?

Does the measuring stick link to business outcomes?1. Productivity2. Profitability3. Employee satisfaction4. Customer satisfactionResults:-1. 12 positive responses – higher levels of

productivity, profit, employee retention & customer satisfaction

2. 10 positive responses – direct link to productivity3. 8 positive responses – linked to profitability

What do these discoveries mean for one particular company?

The research findings:-1. Employees perception when asked the question “Do I

have the materials & equipment I need to do my work right?”

2. Store ranks on employee option survey:-Top 25% group were at 4.56% over their sales targetBottom 25% group were at 0.84% below their sales target3. Profits :-Top 25% group were 14% over their targetBottom 25% group had a fall of 30% in the profit goals 4. Employee retentionTop 25% group was 12% more per year on average bottom 25% group were 1000 more employees retained

per year because of which the hiring & training costs increased every year.

Why is there an order to the 12 questions?

It is a psychological mountain that has to be climbed by an individual.Base Camp:- what do I get?

Camp 1: - What do I give? it focuses on employees self esteem & self-worth

Camp 2:- Do I belong here?it focuses on the acceptance of a employee

Camp 3:-How can we all grow?it focuses on the talk about the progress in last 6months.

Out of the 12questions great managers focus on the first 6questions:-

Words from the Wise

What Great Managers Know

What Great Managers Do

The Four Keys

Whom did Gallup interview?Eighty thousand managers from:-• hotel supervisors• sales managers • general agents • senior account executives• manufacturing team leaders• professional sports coaches• pub managers• public school superintendents • Majors

Great managers share less in common than you might think.

What is the revolutionary insight shared by all great managers?

Mantra of great managers explain:- › Why great managers don’t believe everyone

has unlimited potential. They don’t try to fix weaknesses. It’s why they play favorites and why they break all the rules of conventional wisdom.

What are the basic roles of a great manager?

Speed up employees talent & companies goal. Understand employees talent with the

customers needs.To warrant positive responses from his

employees, a manager must: Select a person. Set expectations. Motivate the person. Develop the person. Keep it Simple. Each manager should employ

his own style, and just focus on being a catalyst.

How do great managers play these roles?

Conventional Wisdom

Great Managers’ Wisdom

1. Select a person according to experience, intelligence and determination.

1. Select for talent.

2. Set expectations by defining the right steps.

2. Set expectations by defining the right outcomes.

3. Motivate by identifying weaknesses and see how to overcome them.

3. Motivate by focusing on strengths.

4. Develop the person to help him learn and get promotes.

4. Help him find the right fit, not just the next rung on the ladder.

Talent: How Great Managers Define It.

The Right Stuff

The Decade of the Brain

Skills, Knowledge, and Talents

The World According to Talent

Talent: How Great Managers Find It.

A Word From the Coach

Managing by Remote Control

Temptations

Rules of Thumb

What do you get paid to do?

Let them become more of who they already are

Tales of Transformation

Casting is everything

Manage by exception

Spend the most time with your best people

How to manage around a weakness

The Blind, Breathless climb

One rung doesn’t necessarily lead to another

Create heroes in every role

Three stories and a New career

The Art of Tough Love

The Art of Interviewing for Talent

Performance Management

Keys of Your Own

Master Keys

1. THE MEASURING STICK2. THE WISDOM OF GREAT MANAGERS3. THE FIRST KEY: SELECT FOR TALENT 4. THE SECOND KEY: DEFINE THE RIGHT

OUTCOMES5. THE THIRD KEY: FOCUS ON STRENGTHS 6. THE FOURTH KEY: FIND THE RIGHT FIT7.TURNING THE KEYS: A PRACTICAL GUIDE

I tried to create an environment where they were encouraged to be more of who they already were.

Never pass the buck…makes your world easy but the organization as a whole will be weakened.

Make very few promises and keep them all

Remember you are on stage and everyone is watching. Everything said or done send clues to employees which effects performance.

Don’t over promote people but rather pay them well for what they do.

Treating people differently is a part of helping them feel unique.

Many companies know that their ability to find and keep talented employees is vital to their sustained success, but they have no way of knowing whether or not they are effective at doing this.

When someone leave a company, he takes his value with him---more often than not, straight to the competition

Bleeding people is Bleeding Value

One rung doesn’t necessarily lead to another

Each rung is competition, each competition creates more losers than winners

Marketable knowledge, skills and experiences are career movers

Create heroes in every role

Graded Levels of Achievement no matter where they are on the ladder: Measure it, reward it, people will try to excel at it

Conventional Wisdom encourages you to think anyone can be anything if they just try hard enough.

Teach them skills and competencies to fill in the traits they lack.

All of your best efforts as a manager should focus on either muzzling or correcting what nature saw fit to provide.

They reject Conventional Wisdom

They recognize that each person is motivated differently.

They recognize that each person has his own way of thinking and his own style of relating to others.

There are limits to remolding employees.

They try to help each person become more and more of who they are.

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!