| Great managers break every rule perceived
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| | weaknesses.
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| as “conventional wisdom,” when
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| | As an example, if I employ a person who
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| dealing with the selection, motivation,
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| | lacks people skills, a diverse group of
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| and development of staff. So state Marcus
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| | staff members can form a customer service
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| Buckingham and Curt Coffman in First,
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| | team that includes him. Other employees
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| Break All The Rules: What the World’s
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| | with excellent people skills make his
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| Greatest Managers Do Differently, Compare
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| | weakness less evident. And, the
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| Prices a book which presents the findings
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| | organization is able to capitalize on his
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| of the Gallup organization’s interviews
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| | product knowledge when dealing with
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| with over 80,000 successful managers.
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| | product quality issues.
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| Most powerful about these findings about
| |
| | Does this mean that great managers never
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| successful management is that each
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| | help people improve their inadequate
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| “great” manager was identified based
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| | skills, knowledge, or methods? No, but
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| upon the performance results he produced
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| | they shift their emphasis to human
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| in his organization. Here are some of the
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| | resource development in areas in which
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| key ideas discussed in the great managers
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| | the employee already has talent,
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| book.
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| | knowledge, and skills.
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| Additionally, I'll expand upon the human
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| | The Four Vital Jobs for Great Managers
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| resource management and development
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| | Buckingham and Coffman identify four
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| information from the book with specific
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| | twists on conventional approaches which
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| examples and recommendations.
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| | further define the differences in tactics
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| Managers and human resource management
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| | espoused by great managers.
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| and development professionals can apply
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| | Select people based on talent.
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| the research findings to jump start their
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| | When setting expectations for employees,
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| management career success.
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| | establish the right outcomes.
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| An Overall New Approach to Human Resource
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| | When motivating an individual, focus on
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| Development
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| | strengths.
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| The insight most commonly expressed
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| | To develop an individual, find the right
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| during the interviews with 80,000 great
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| | job fit for the person.
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| managers challenges traditional human
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| | Select People Based on Talent
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| resource management and development
| |
| | During the Gallup interviews, great
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| beliefs. Thousands of great managers
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| | managers stated that they selected staff
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| stated variations on this belief:
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| | members based on talent, rather than
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| “People don’t change that much.
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| | experience, education, or intelligence.
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| Don’t waste time trying to put in what
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| | Gallup defined “talents” by studying
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| was left out. Try to draw out what was
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| | the talents needed to achieve in 150
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| left in. That is hard enough.” (p. 57)
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| | distinct roles. Talents identified are:
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| The implications of this insight for
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| | striving - (examples: drive for
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| training and performance development are
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| | achievement, need for expertise, drive to
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| profound. This insight encourages
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| | put beliefs in action),
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| building on what people can already do
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| | thinking – (examples: focus,
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| well Instead of trying to “fix”
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| | discipline, personal responsibility), and
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| weaker talents and abilities. The
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| | relating – (examples: empathy,
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| traditional performance improvement
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| | attentiveness to individual differences,
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| process identifies specific, average or
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| | ability to persuade, taking charge).
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| below performance areas. Suggestions for
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| | Human Resource professionals will support
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| improvement, either verbal or in a formal
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| | line managers more effectively if they
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| appraisal process, focus on developing
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| | recommend methods for identifying talents
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| thes weaknesses.
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| | such as realistic testing and behavioral
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| What great managers do instead, is assess
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| | interviewing . When checking background,
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| each individual’s talents and skills.
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| | look for patterns of talent application.
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| They then provide training, coaching, and
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| | (As an example, did the candidate develop
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| development opportunities that will help
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| | every new position she ever obtained from
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| the person increase these skills. They
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| | scratch?)
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| compensate for or manage around
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|
