First Break All the Rules

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First Break All the Rules

• What the Worlds Greatest Managers Do Differently

By Marcus Buckingham Curt Coffman
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Take Q12 Survey
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Tonights Objective

• Understand how to capitalize on YOUR own
  managerial style.

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Gallup Research

• Surveyed employees for over twenty years
• Surveyed over one million employees
• Surveyed employees from all sectors
• Surveyed organizations large and small
• Surveyed excellent and average managers
• Surveyed execs, mid managers, and supervisors
• Analyzed performance measures

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Measured Core Elements Needed For

• Attracting Employees
• Recruiting Employees
• Retaining Employees

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What Talented Employees Need

• They need great managers

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Most Important Finding

• The immediate supervisor is the most important
  factor in recruiting and retaining talented
  employees

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The Measuring Stick Of Great Management

• Researchers found patterns in the data.
• When the dust settled, 12 questions emerged to
  capture and measure the core elements needed to
  attract, focus, and keep the most talented
  employees.

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ACT 1
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Base Camp - What do I get?

• 1. Do I know what is expected of me?
• 2. Do I have the materials and equipment I need
  to do my work right?

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Camp 1 What do I give?

1. Do I have the opportunity to do what I do best
   everyday?
2. In the last seven days, have I received
   recognition or praise for good work?
3. Does my supervisor, or someone at work, seem to
   care about me as a person?
4. Is there someone at work who encourages my
   development?

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Camp 2 Do I belong here?

1. At work, do my opinions seem to count?
2. Does the mission of my company make me feel my
   job is important?
3. Are my co-workers committed to doing quality
   work?
4. Do I have a best friend at work?

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Camp 3 How can we all grow?

• In the last six months, has someone talked with
  me about my progress?
• 12. In the last year, have I had the opportunity
  at work to learn and grow?

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Mountain Sickness

• Regardless of how positively you answer the
  questions at Camp 2 or Camp 3, the longer your
  lower-level needs remain unmet, the more likely
  it is that you will burn out, become
  unproductive, and leave.
• You cant helicopter in to Camp 3. To reach the
  summit you have to pay your dues.

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The Summit

• Clear focus
• Reoccurring sense of achievement
• Best of you called upon
• Best of you responds every day

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ACT II

• Scenario
• You are a leadership team at a school.
• Your staff has completed the 12 questions.
• Interpret the results and determine what you will
  do to move your staff up the mountain.
• Be ready to share and explain.

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Capitalize on Talents

• Dont try to fix weakness
• Build strength

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Finally

• Drum roll please

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Conclusion

• People dont change that much.
• Dont waste time trying to put in what was left
  out.
• Try to draw out what was left in.
• That is hard enough!