Break All The Rules Flashcards
The core elements needed to attract, focus and keep the most talented employees
- I know what is expected of me at work
- I have the materials and equipment I need to do my work right.
- At work, I have the opportunity to do what I do best every day
- In the last seven days, I have received recognition or praise for doing good work
- My supervisor or someone at work seems to care about me as a person
- There is someone at work who encourages my development
- At work, my opinion seems to count
- The mission or purpose of my company makes me feel my job is important
- My associates or fellow employees are committed to doing quality work
- I have a best friend at work
- In the last six months, someone at work has talked to me about my progress.
- This last year, I have had opportunities at work to learn and grow
Mountain climbing
Base Camp: What do I get? 1, 2 Camp 1: What do I give? 3, 4, 5, 6 Camp 2: Do I belong here? 7, 8, 9, 10 Camp 3: How can we all grow? 11, 12
Mountain sickness
Working on higher points without addressing the lower need is going to fail
“Revolutionary” insight shared by all managers
They try to help each person become more and more of who he already is.
- 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
What do managers do?
The manager role is the catalyst role.
They create performance in each employee by speeding up the reaction between the employee’s talents and the company’s goals and between the employee’s talents and the customers’ needs
What are the four basic roles of a great manager?
- Select a person, select for talent
- Set expectations, define the right outcomes
- Motivate the person, focus on strength
- Develop the person, find the right fit
Managers do things right, leaders do the right things.
Great managers look inward while great leaders look outward
The manager administers; the leader innovates
Talent definition
A recurring pattern of thought, feeling or behaviour that can be productively applied.
The key to excellent performance is finding the match between your talents and your role.
Three kinds of talents
- Striving: Why he is motivated?
- Thinking: How he thinks
- Relating: Whom he trusts and whom he builds relationships with
The power of skills and knowledge is that they are transferable from one person to another
The power of talent is that it is transferable from situation to situation.
Most habits are talents
You can change your habits over time, but it relies on self-awareness rather than self-denial to help you become more effective.
4 customer expectations across industries.
Low to high 1. Expect accuracy 2. Availability These 2 are easy to meet, but also easy to steal from competitors. They only prevent customer dissatisfaction. 3.Partnership 4. Advice
How to figure out the right outcome
- What is right for your customers?
- What is right for your company?
- What is right for the individual?
Success is achieved through a never-ending pursuit of improvement - personally, professionally, financially and spiritually
Never lose your commitment to your own standard of excellence.
Find an alternative role
If with one particular employee, you find yourself spending most of your time managing around weakness, then you know you have made a casting error.
A career can be best understood as the employee’s focused search for interesting and marketable experiences.
Self-discovery is the driving, guiding force for a healthy career.
When asking for behaviour questions
- Listen for specifics
- Give credit only to the person’s top of mind response.
This is to evaluate whether the person has a particular recurring talent
Clues to talent
- Experience of rapid learning, if someone can learn a thing really fast, he must hold certain talent for that role
- Satisfactions, naturally motivation
How do great managers turn the last 3 keys? Define the right outcome, focus on strengths and find the right fit.
Their real challenge is disciplining themselves to implement these ideas with each of their people, despite the day to day pressures of getting the actual work done.
They met this challenge by following a routine, a performance management
4 characteristics common to the performance management routines
- The routine is simple
- The routine forces frequent interaction
- The routine is focused on the future
- The routine asks the employee to keep track of his own performance and learning
