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12: The Elements of Great Managing (Audio CD)
by Rodd Wagner, James K. Harter
| Category:
Management, Leadership |
| Market price: ¥ 298.00
MSL price:
¥ 268.00
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| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
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MSL rating:
 Good for Gifts |
| MSL Pointer Review:
An overdue update on First, Break All the Rules with detailed examples, this book is an excellent guide to managing your work life more effectively. |
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AllReviews |
1 Total 1 pages 8 items |
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Dennis (MSL quote), USA
<2007-11-16 00:00>
Once again, researchers from The Gallup Organization remind us of the performance benefits that accrue when leaders acknowledge the `human element' of business. In this expanded dialogue about the 12 elements of great managing, as identified from extensive research in the 1999 best seller First, Break All the Rules: What the World's Greatest Managers Do Differently; authors Wagner and Harter bring each element to life through shop-floor stories interwoven with Gallup's foundational research that provides the elements' psychological underpinning. The result is a convincing and readable book that might have you wondering why so many organizations work so hard "to make their "human resources" more productive while fighting what makes them human."
Hidden within this book is the underpinnings of a methodology for meeting the needs of the organization (Business Inc.) while meeting the needs of the individual (Me Inc.), and it is not just about the money - and as the 13th element of great managing, the authors tell you why in a section titled, "The Problem with Pay." Great book delivering the underpinnings of a great concept; it is highly recommended for anyone interested in engaging people with the performance demands of their business. Dennis DeWilde, author of The Performance Connection. |
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Larry K. Adams (MSL quote), USA
<2007-11-16 00:00>
If you are a manager - PLEASE READ THIS BOOK! If you are not a manager, buy this book; gift-wrap it, and GIVE IT TO YOUR MANAGER!
Managers take note - This book is the answer to getting your people engaged.
I love good advice and this book has plenty. I took out my highlighters and marked all over this book. It goes on my reference shelf for years to come. As I work with organizations to help them engage their people to take action (see theactionator.com) this book will go on my "must read" list. If you have a list of books to read this year, add "12 The Elements of Great Managing".
My favorite element is number three: The Opportunity to Do What I Do Best. This chapter addresses the issue of "matching a person to the right job, or a job to the right person". This is one of the hardest elements to pull off but the payback is HUGE! Imagine how engaged your workforce would be if everyone had an opportunity to do what they do best!
Buy this book, get out your highlighters, and get to work. The 12 elements in this book can help the good manager become GREAT! |
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Robert (MSL quote), USA
<2007-11-16 00:00>
A great follow up to the original - Break All the Rules - in managerial tips on how to get the most out of your staff. A must reading for those who believe in the philosophy of productivity is important, and staff morale is the number one way to get there, not cutting budgets and hard driving tactics. |
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B. Johnson (MSL quote), USA
<2007-11-16 00:00>
One of the things that makes this book so worth the read is its SUPPORT IN DATA. The authors do a good job summarizing an enormously rich database down into actual, consise recommendations. So many other books I've read on this topic tend to draw from small, retrospective samples, personal anecdotes, or unique(?) case studies. Such books might make for interesting story telling. More rare is the book that tells the story supported by a whopping 10 million interviews/observations and then ties these observations to company performance outcomes. Read other books if you just like catchy, one-off stories. Read this one if you're looking for well told stories drawn from principles that are statistically proven to actually work. |
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Donald Mitchell (MSL quote), USA
<2007-11-16 00:00>
If you haven't read First, Break All the Rules, I have good news for you: Just read this book instead. 12: The Elements of Great Managing is a better book.
If you have read First, Break All the Rules, chances are it was a long time ago. You are probably ready for a refresher if you read that book back in 1999 or 2000 as I did.
As before, the Gallup people have asked that reviewers not list the 12 elements. I think they are overly sensitive, but I'll honor their request.
Let me characterize the 12 elements instead: Each point relates to either a necessity for being able to do your job well, having a sense that people care that you come to work, feeling engaged by your work, and seeing a future in what you are doing. Employees who feel engaged in these dimensions usually stay longer, are less likely to be out sick, and perform at higher levels of productivity. After you see the list, you'll accept those conclusions, I'm sure.
Since the first book came out, Gallup has done a lot more interviews. One of the benefits of all hose millions of additional interviews is to provide extra information about how and why each element is important. I was pleased to see that the authors also draw on psychological and physiological research to help explain their findings.
But the best parts, for me, were the 12 case studies that were like mini-fables of the sort that Ken Blanchard likes to write . . . except these cases involve real people. The leaders make mistakes as well as do things right, and you get a sense of how hard it is to improve performance in an important employee dimension when your organization has been doing it badly for some time. One of the things I liked best about the cases was that the authors didn't go overboard by just presenting organizations that perform in the top 1 percent that wouldn't seem quite real to most people.
I also liked the section at the end about how pay overlaps with all of the other findings. Most people are affected by their pay, and I thought that the authors put that into perspective quite well.
Although part of the message is that you need Gallup surveys to figure out what your problem is with employee engagement, the book is tactfully quiet on that point. Nice!
Although you may be tempted to either just read the list and feel like you've got it or just read the cases in areas where you think you have problems, I encourage you to read all of the material. You might get a new assignment tomorrow that will look totally different from where you are today. That happened to several people in the book. You'll be better prepared when that happens.
I thought that First, Break All the Rules was better than an MBA education on how to be an effective leader. This book is probably better than most DBA educations on the same subject.
Be engaging! |
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Bookreporter (MSL quote), USA
<2007-11-16 00:00>
This primer on management and employee satisfaction at work boils down the basics to 12 elements. A sequel to FIRST, BREAK ALL THE RULES, 12: THE ELEMENTS OF GREAT MANAGING looks at the effect of employee engagement on the way a business operates and its customer service. "The evidence is clear that the creation and maintenance of high employee engagement as one of the few determinants of profitability largely within a company's control, is one of the most crucial imperatives of any successful organization." We are shown a scenario of a business example of each of the 12 elements.
In the first scenario, a hotel location isn't performing up to expectations, so a new manager is brought in to improve customer service. Is the staff going the extra mile or simply doing what is needed to maintain? The new manager stresses that commitment to the success of the team is as strong as individual success.
The second scenario features a large manufacturing company and the premise that if the employees are happy, then the company will prosper. "Whether a person has the materials and equipment needed to do his work well is the strongest indicator of job stress." The authors cite the movie Office Space and Milton Waddam's attachment to his red stapler and fear of having to move to another cubicle. Inadequate resources cause performance obstacles, anxiety and stress that reach well outside the workplace. Having the tools to do the job satisfies a basic need, which frees employees to work as a team.
"At work, I have the opportunity to do what I do best everyday." Teamwork on projects that will be successful requires specific individual talents from each team member. When each contributor is encouraged to be successful and use his or her own talents, the team and final product have a much greater chance of success.
Praise and recognition are powerful motivators. Like additions, they drive you for more, even better results. Discover the forms of feedback that really mean something to your employees.
Workers who feel as though they are only a statistic, a number or an anonymous part of a system will not succeed and excel, or be happy and want to do their best work. There is a very high correlation between not feeling that someone at work cares about you and resigning.
"Two-thirds of employees who report having someone at work who encourages their development are classified as 'engaged'; while one-third are 'not engaged' and less than one percent are 'actively engaged.'" Whether you have a long-term employer, a supervisor or a manager helping you succeed, it is important to your success, as well as to the team's success, that someone else is concerned about your work and progress.
Managers who encourage employee ideas, feedback and input will see a more dedicated, motivated and engaged staff. "Employee involvement will produce improved enterprise performance through diverse channels."
"Mission driven work groups suffer 30-50% fewer accidents and have 15-30% lower turnover." When employees believe in and are connected to the company's mission, they also enjoy work more.
Almost every team has its share of deadwood - those employees who simply do not give their best effort. In some cases, they give almost no effort at all, which causes resentment from other team members who may resort to coercion or leave the problem in management's hands.
Rodd Wagner and James K. Harter have provided very beneficial tools for all managers, whether you are a seasoned pro or a fledgling. The tools here will assist you in managing your work life more effectively. |
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John Matlock (MSL quote), USA
<2007-11-16 00:00>
Over the years the Gallup organization has analyzed their database to come up with twelve simple rules that they call the 12 Elements of Great Managing. They are simple statements with which an employee can agree or not. Their experience and interviews say that the more positive agreement with these statements that the employees have the better a job the management is doing.
The book has all kinds of nasty and dire warning about copying/reproducing these 12 points, so I'm not going to list them here. After the introduction the book is broken down into twelve chapters, one for each of the twelve elements. In the chapters the authors use illustrative stories from various businesses to help further define the element and give it some deeper understanding.
The management stories are quite closely related to the twelve elements, much more so than you often find in books of this nature. They illustrate the points the authors are trying to make quite well. |
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Helen Meyers (MSL quote), USA
<2007-11-16 00:00>
12, The Elements of Great Managing is Gallup's perfect sequel to First, Break All the Rules.
First, Break All the Rules, changed my life. It inspired me to leave a bad manager, go back to school, personally helped me become a better manager, and has been one of my favorite books for years.
12, The Elements of Great Managing takes everything a step further. With another ten years of data and study incorporated, it brings Gallup's 12 engagement items to life with personal examples and a deep dive into each individual question. Wagner and Harter, weaving world-class data and real "great" manager cases together, have definitely written the next "great" book. |
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1 Total 1 pages 8 items |
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