馬庫斯·白金漢領導瞭蓋洛普公司長達20年的研究,旨在識彆優秀經理和良好工作環境的核心特徵。他是蓋洛普領導術學院的高級講師。
柯特·科夫曼在全球範圍領導蓋洛普工作環境評測和管理項目。他經常就如何建立高效率和顧客至上的工作環境為客戶公司提供谘詢。
The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance. In today's tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her -- they define the right outcomes rather than the right steps; how they motivate people -- they build on each person's unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people -- they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research -- which initially generated thousands of different survey questions on the subject of employee opinion -- finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover. There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.
發表於2024-05-29
First, Break All the Rules 2024 pdf epub mobi 電子書 下載
從小所學到的就是:剋服弱點,人是可以不斷改正的。 但實際上,改變可能會有,但真正的本質是不會改的,改的隻是錶麵,實質是不會變的。 書中翻譯的“纔乾”,我個人更願意理解為“天分”,人人都有天分,即使是做清潔的阿姨也一樣,不同的人做的效果也是不一樣的。怎樣在工作...
評分有一隻蠍子想過池塘,但是不會遊泳。 於是它對青蛙央求到:“青蛙先生,你能馱著我過池塘嗎?” 青蛙想瞭想說,“我必須拒絕,因為你可能會在我遊泳的時候蜇我。” 蠍子反問,“我為什麼要那麼做呢,對我一點好處也沒有,因為你死瞭我就會淹死”。 於是,青蛙就馱上瞭蠍子。 快...
評分《首先,打破一切常規》讀後,一直睏擾我的一些問題有瞭答案。有那種想瞌睡就有人送枕頭的感覺,滿舒服的。書中的纔乾觀點與傳統定義不同,對傳統的用人觀念是個顛覆。在相信蓋洛普這個纔乾學說之前,我還是仔細思考過的:它的邏輯無可挑剔,它引用瞭人類行為科學研究的一些...
圖書標籤: 管理 商業 人力管理 個人提升 創新 創業 英語 職業
self discovery//最難的還是認識人 認識自己就已經很難瞭 更不用說認識彆人 還要把這個人放在適閤TA的位置上…我可能連自己有什麼talent都認識不清楚…不過關於skill knowledge和talent那段醍醐灌頂 但是實踐起來不容易 畢竟簡曆上都是skill
評分對管理者來說,改變一個人不如按他的能力給他閤適的任務。對一個公司來說,現管直接決定公司的命運。本書不僅僅對管理者有用,對於一個雇員來說,可以用本書來判斷他本人在這個經理下是否能有作為。
評分Break all rules
評分為瞭打破常規而打破常規也算是進步麼?
評分self discovery//最難的還是認識人 認識自己就已經很難瞭 更不用說認識彆人 還要把這個人放在適閤TA的位置上…我可能連自己有什麼talent都認識不清楚…不過關於skill knowledge和talent那段醍醐灌頂 但是實踐起來不容易 畢竟簡曆上都是skill
First, Break All the Rules 2024 pdf epub mobi 電子書 下載