First, Break All the Rules Book Summary TECH 621C Fall 2008 Dr. Bertoline
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First,BreakAlltheRules
BookSummaryTECH621CFall2008
Dr.Bertoline
Introduction
• ThebookisbasedonresearchconductedbytheauthorswhileworkingfortheGallupOrganization.
• Theysurveyedoveronemillionemployeesand80,000managersinover400companies.
• Theirconclusionssummarizedinthebookisaresultoftheirresearchintowhattheworld’sgreatestmanagersdodifferently.
AFewExamples
• Thegreatestmanagersdonotbelievethatapersoncanachieveanythingtheysettheirmindto.
• Theydonottrytohelpthepersonovercometheirweaknesses.
• TheconsistentlyignoretheGoldenRule.• Theyplayfavorites.
AFewMoreExamples
• Talentedemployeesneedgreatmanagers.• Howlongemployeesstayandhowproductivetheyareisdeterminedbytheirrelationshipwiththeirimmediatesupervisor.
• Greatmanagerscharacteristics:– Demandsdiscipline,focus,trust,awillingnesstoindividualize.
• Ifacompanyisbleedingpeopleitisbleedingvalue.
TheMeasuringStick
• Measuringthestrengthofaworkplacecanbesimplifiedinto12questions.
• Thesequestionscapturethemostinformationandthemostimportantinformation.
• Theymeasurethecoreelementsneededtoattract,focus,andkeepthemosttalentedemployees.
12Questions
• 1.DoIknowwhatisexpectedofmeatwork?• 2.DoIhavethematerialsandequipmentIneedtodomyworkright?
• 3.Atwork,doIhavetheopportunitytodowhatIdobesteveryday?
• 4.Inthelast7days,haveIreceivedrecognitionorpraisefordoinggoodwork?
• 5.Doesmysupervisor,orsomeoneatwork,seemtocareaboutmeasaperson?
• 6.Istheresomeoneatworkwhoencouragesmydevelopment?
12Questions
• 7.Atwork,domyopinionsseemtocount?• 8.Doesthemission/purposeofmycompanymakemefeelmyjobisimportant?
• 9.Aremyco‐workerscommittedtodoingqualitywork?
• 10.DoIhaveabestfriendatwork?• 11.Inthelast6months,hassomeoneatworktalkedtomeaboutmyprogress?
• 12.Thislastyear,haveIhadopportunitiesatworktolearnandgrow?
Smallgroupdiscussion
• Reviewall12questionsanddiscusswhythesequestionsmightbeimportant.
• Sharepersonalexperiencesofworkingandhowyoumightanswersomeofthesequestions.
• Summarizeandpresentyourgroup’sdiscussions.
WhatAboutPay?
• Paywillnottakeacompanyveryfar.• Needtobecompetitivetoattracttalentbutpayisnotadeterminingfactor.
• Themanager,notthepay,benefits,perks,oracharismaticcorporateleaderwasthecriticalpersoninbuildingastrongworkplace.
• Themanagerwasthekey.• Theseworkersalsohadhigherlevelsofproductivity,profit,retention,andcustomersatisfaction.
LinkBetweenEmployeeOpinion&BusinessUnitPerformance
• Peopleleavemanagersandnotcompanies.• Turnoverismostlyamanagerissue.
• Ifyouhaveaturnoverproblemlookfirsttoyourmanagers.
• Employee‐focusedinitiativeareimportant,buttheimmediatemanagerismoreimportant.
Accountability
• Abusinessleaderdrivingacompanytowardsgreatnessshould:– Firstholdeachmanageraccountableforher/hisemployeessaytothe12questionsand
– SecondtohelpeachmanagerknowwhatactionstotaketoearnStronglyAgreeresponsesfromher/hisemployees.
ThereisanOrdertothe12Questions
• WhatdoIget?– 1.DoIknowwhatisexpectedofmeatwork?– 2.DoIhavethematerialsandequipmentIneedtodomywork
right?• WhatdoIgive?
– 3.Atwork,doIhavetheopportunitytodowhatIdobesteveryday?– 4.Inthelast7days,haveIreceivedrecognitionorpraisefordoing
goodwork?– 5.Doesmysupervisor,orsomeoneatwork,seemtocareaboutmeas
aperson?– 6.Istheresomeoneatworkwhoencouragesmydevelopment?
• Thesequestionsaddresstheissueofyourindividualself‐esteemandworth.
ThereisanOrdertothe12Questions
• DoIbelonghere?– 7.Atwork,domyopinionsseemtocount?– 8.Doesthemission/purposeofmycompanymakemefeelmyjob
isimportant?– 9.Aremyco‐workerscommittedtodoingqualitywork?– 10.DoIhaveabestfriendatwork?
• Howcanweallgrow?– 11.Inthelast6months,hassomeoneatworktalkedtomeabout
myprogress?– 12.Thislastyear,haveIhadopportunitiesatworktolearnand
grow?
• Greatmanagersfocusonthefirst6questions.
TheWisdomofGreatManagers
• Mostgreatmanagersdifferinmanyrespectsexceptone.Greatmanagersbelieve:– Peopledonotchangethatmuch.– Donotwastetimetryingtoputinwhatwasleftoutofaperson.
– Trytodrawoutwhatwasleftinaperson.– Thatishardenough.
• Thisisthefoundationfortheirsuccess.
RevolutionaryInsight
• Thisinsightexplainswhygreatmanagersdonotbelievethateveryonehasunlimitedpotential.
• Whytheydonothelppeoplefixtheirweaknesses.• WhytheyinsistonbreakingtheGoldenRule.• Whytheyplayfavorites.• Itexplainswhygreatmanagersbreakalltherulesofconventionalwisdom.
• Italsoexplainswhythemorethan9,000differentsystems,languages,principles,andparadigmsofferedinthelast20yearstoexplainmanagementandleadershiphavefailed.
WhatGreatManagersDo
• Themanagerroleistoreachinsideeachemployeeandreleasehisuniquetalentsintoperformance.
• Thisisbestdoneoneemployeeatatime.• Inthissense,themanagerroleisthe“catalyst”role.• Thecatalystrolerelatestothefirst6questions.• Tohaveemployeesanswerpositivelytothese6questionsamanagermustbeabletodotheseactivitiesverywell– Selectaperson,setexpectations,motivatetheperson,developtheperson.
– Thesearethe4coreactivitiesofthecatalystrole.
TheCatalystRole:Question1
• AtworkdoIhavetheopportunitytodowhatIdobesteveryday?– Youmustknowhowtoselectapersonforthejob.– Youmustknowhowmuchofapersonyoucanchange.
– Youmustknowthedifferencebetweentalent,skills,andknowledge.
– Youmustknowwhichofthesecanbetaughtandwhichyoumusthire.
Question2
• Inthelast7days,haveIreceivedrecognitionandpraiseforgoodwork?– Asamanager,youhaveonlyonethingtoinvest:yourtime.
– Whomyouspenditwith,andhowyouspendit,determinesyoursuccessasamanager.
Question3
• Doesmysupervisor,orsomeoneatwork,seemtocareaboutme– Drivenbyyourabilitytodeveloptheemployeeandhaveempathyforpeople.
Question4
• Doessomeoneatworkseemtocareaboutme?– Someonethatencouragesdevelopment– Someonethathelpsthemgetpromoted– Setupeachpersonforsuccess
• Fourcoreactivitiesofthe“Catalyst”role:– Selectaperson– Setexpectations– Motivatetheperson
– Developtheperson
Managersarenotjustleadersinwaiting
• Themostimportantdifferencebetweenagreatmanagerandagreatleaderisfocus.
• Greatmanagerslookinward.
• Greatleaderslookoutward.• Itispossibleforagreatleadertobeapoormanagerandviceversa.
• Fewpeopleexcelatboth.
TheFourKeys• Whenselectingsomeone,theyselectfortalentnotsimplyexperience,intelligence,ordetermination.
• Whensettingexpectations,theydefinetherightoutcomesnottherightsteps.
• Whenmotivatingsomeone,theyfocusonstrengthsnotonweaknesses.
• Whendevelopingsomeone,theyhelpthemfindtherightfitnotsimplythenextrungonthepromotionladder.
TheRightStuff
• Youcannotteachtalent.• Talentsarethedrivingforcebehindanindividual’sjobperformance.
• Ifitisatalentitwillcomeeasilyforaperson.
• Ifitisatalentitwillbestimulatingandnottedious.
Skills,Talents,&Knowledge
• Thebestmanagersareadeptatseeingtalentinapersonthenputtingtheminapositiontobesuccessful.
• Animportantdistinctiontobemadeisthatskills,knowledge,andtalentsaredistinctelementsinaperson’sperformance.
• Skillsandknowledgecanbetaught;talentscannot.
ThreeKindsofTalent
• Striving‐explainsthemotivationofaperson.• Thinking‐explainshowapersonthinksandmakesdecisions.
• Relating‐explainswhoapersontrusts,confronts,ignores
• Youcannotteachtalentyoucanonlyselectfortalent.
Habits
• Mosthabitsareourtalents.
• Theyareenduring.• Theymakeyou.
• Ifyouarehabituallyassertive,habituallyemphatic,orhabituallycompetitive,youaregoingtohaveahardtimechangingthesehabits.
• Overtime,throughreflection,youmightchangeyourvaluesandlearnamorepositiveandproductivewaytoapplyyourtalents.
• Thisapproachreliesonselfawareness,ratherthanselfdenial,tohelpyoubecomemoreeffective.
AttitudeandDrive
• Itisverydifficulttochangeapersonsdominantattitude.
• Aperson’sdriveisnotchangeable.
DefinetheRightOutcomes
• Focuspeopletowardperformance.• Themanageristotallyresponsibleforthis.• Thisiswhygreatmanagersareskepticalabouthandingall
authoritydowntopeople.• Thekeyistodefinetherightoutcomesthenleteachperson
definetheirownroutetowardthoseoutcomes.• Thisencouragesemployeestotakeresponsibility.• Tofocuspeopleonperformance,youmustdefinetheright
outcomesandstickreligiouslytothoseoutcomes.• Thiswillresultinselfawareandselfreliantemployees.
FocusonStrengths
• Greatmanagersdo:– Focusoneachperson’sstrengthsandmanagearoundtheirweaknesses.
– Theydonottrytofixweaknesses.– Theydonottrytoperfecteachperson.– Theydoeverythingtheycantohelpeachpersoncultivatetheirtalents.
– Theyhelpeachpersonbecomemoreofwhotheyare.
BreaktheGoldenRule
• ThebestmanagersbreaktheGoldenRuleeveryday.
• Theytreateachpersondifferentlybasedontheirtalentsanduniquebehaviors.
• Thebestmanagersspendmostoftheirtimewiththeirbestpeople.
• Thebestmanagersfindwaystomaketheiremployeessuccessfulandruninterferenceforthemwhennecessary.
StrokeEgos
• Humanscraveattentionandgreatmanagersgooutoftheirwaytopayattentiontotheirbestpeople.
• Asamanageryouarealwaysonstagesonoactisneutralandnonewsisnevergoodnews.
• Communicatingandpayingattentiontoyourbestpeopleisthesurestwaytoexcellence.
Avoid“Average”Thinking
• Greatmanagersuseexcellenceastheirbarometerstojudgeperformance.
• Greatmanagersknowthatonlypeoplewhoareevergoingtoreachexcellencearealreadyaboveaverage.
• Focusonyourbestperformersandkeeppushingthemtowardsexcellence.
• Averagethinkingactivelylimitsperformance.• Avoidperformanceevaluationsthatputaceilingonperformance.
• Defineexcellencevividlyquantitativelythenpusheveryonetowardsexcellence.
ManageAroundWeakness
• Poorperformancemustbequicklyconfronted.
• Mostpoorperformancecanbetracedtothecompanynotprovidingthetoolsorinformationnecessaryforsuccessorpersonalcauses.
• Thereareonly3routestohelpapersonsucceed:– Deviseasupportsystem‐managearoundweaknessesandfocusonstrengths.Examplepage169.
– Findacomplementarypartner– Findanalternativerole
Assignment
• Lookforarticlesthatrankordescribegreatcompaniesbyanymeasureandsummarizeyourfindings.
CreateHeroesinEveryRole
• Ittakesbetween10and18yearsbeforeworld‐classcompetencyisreached.
• Youmustfindwaystokeepemployeesmotivatedandfocusedondevelopingtheirexpertise.
• Defininggradedlevelsofachievementforeveryroleisanextremelyeffectivewayofdoingso.– AlliedBrewersexample,page187.
PerformanceFeedback
• Greatmanagersdevisearegularperformancefeedbacksystem.
• Feedbackisprovidedinprivateandone‐on‐one.
• Youneedtobuildapersonalrelationshipbutnotnecessarilybestfriends.
• Youmustgettoknowyouremployeesandcareaboutthem.
Miscasting
• Greatmanagersunderstandthatunderperformingemployeeshavetalentsthatdonotmatchtheirrole.
• Itisnotamatterofweakness,stupidity,disobedience,ordisrespectbutamatterofmiscasting.
• Theyuselanguagelike“Thisisn’tafitforyou,let’stalkaboutwhy.”or“Youneedtofindarolethatplaysmoretowardsyourstrength.”
PerformanceManagement
• Fourcharacteristicsusedbygreatmanagers:– Theroutineissimple.
– Theroutineforcesfrequentinteractions.– Theroutineisfocusedonthefuture.– Theroutineaskstheemployeetokeeptrackoftheirownperformanceandlearning.
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