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| 名称： First, Break All The Rules(pdf17) |
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| 所属分类： 管理知识 |
| 下载要求： 1学币或VIP (学币和VIP购买说明) |
| 总计下载： 次 |
| 文件大小： 675 KB |
| 更新时间： 2007-6-5 11:55:39 |
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| ::First, Break All The Rules(pdf17)电子书简介:: |
First, Break All The Rules(pdf17)简介开始
Background
In 25 years, the Gallup Organization interviewed over 80,000 managers from different companIEs.
This mammoth research project grew from two basic questions:
· What do the most talented, productive employees need from the workplace?
· How do you attract, find, focus, and keep talented employees?
Key Ideas
· Good managers recognize employees as they are – as individuals. They do not treat
everyone the same. They also don’t try to “fix” people and their weaknesses. Our focus is
on managers who excel at turning talent into performance.
Michael’s Words of Wisdom
From Michael, a restaurant manager, in an excERPt from an intervIEw with Gallup:
· “Make very few promises to your people, and keep all of them.”
· “A manager has to remember he is on stage everyday. His people are watching him.
Everything he does or says affects their performance.”
Chapter 1
The Measuring Stick
A Disaster Off the Scilly Isles
What do we know to be important but are unable to measure?
In 1707, British admiral Clowdisley Shovell made a miscalculation of his flagship’s position in the
Atlantic, leading his whole fleet towards the rocks of Scilly Isles. Four warships and 2,000 lives
were lost due to this mistake. Similarly, many companIEs have no accurate means of measuring
their position when it comes to finding and keeping talented employees. Such companIEs may
find themselves heading blindly for the rocks.
Key Ideas
· No matter what your business, the only way to generate enduring profits, is to build a
workplace that attracts, focuses on and keeps talented employees.
· From sTOCk options, to concierge services, and in-chair massages –companIEs have
added perks and benefits to their employee packages, but no company has yet devised
an accurate yardstick to measure a manager’s aBIlity to find and keep talented
employees.
· Throughout this book we focus on keeping talented, productive employees, not ROAd
warriors – the army term for people who prefer to “retire on active duty” or those who
sleep on the job.
· Who demands this measuring stick? Institutional Investors. These investors are moving
trillions of dollars in and out of companIEs, and they want to know if management can do
its job, mainly keeping the employees and customers happy.
· A great deal of a company’s value now lIEs “in between the ears of its employees”.
· When someone leaves a company, he takes his value with him. Sometimes, he takes it
straight to the competition.
· We need a way to measure the intangibles, like R&D, customer satisfaction, and
employee satisfaction.
First, Break All The Rules(pdf17)简介结束,下载后阅读全部内容 |
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