Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the world’s greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level.

Joao Antunes

First, Break All the Rules: What the World's Greatest Managers Do Differently

The best managers are those that build a work environment where the employees answer positively to these 12 Questions:  1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow?   Key Ideas:  The best managers reject conventional wisdom. The best managers treat every employee as an individual. The best managers never try to fix weaknesses; instead they focus on strengths and talent. The best managers know they are on stage everyday. They know their people are watching every move they make. Measuring employee satisfaction is vital information for your investors. People leave their immediate managers, not the companies they work for.  More wisdom in a nutshell:  - Know what can be taught, and what requires a natural talent. - Set the right outcomes, not steps. Standardize the end but not the means. As long as the means are within the company's legal boundaries and industry standards, let the employee use his own style to deliver the result or outcome you want. - Motivate by focusing on strengths, not weaknesses. - Casting is important, if an employee is not performing at excellence, maybe she is not cast in the right role. - Every role is noble, respect it enough to hire for talent to match. - A manager must excel in the art of the interview. See if the candidate's recurring patterns of behavior match the role he is to fulfill. Ask open-ended questions and let him talk. Listen for specifics. - Find ways to measure, count, and reward outcomes. - Spend time with your best people. Give constant feedback. If you can't spend an hour every quarter talking to an employee, then you shouldn't be a manager. - There are many ways of alleviating a problem or non-talent. Devise a support system, find a complementary partner for him, or an alternative role.

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