book digest

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Marcus Buckingham & Curt Coffman

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Page 1: Book Digest

Marcus Buckingham&

Curt Coffman

Page 2: Book Digest

Measuring strength of Work Place

How do you measure the core elementsneeded to attract focus and keep theneeded to attract, focus and keep themost talented employees?

Page 3: Book Digest

Measuring strength of Work Place

“Business Units were measurablyBusiness Units were measurablymore productive when employees

d i i l l f 1answered positively on a scale of 1 to5 to the following 12 questions.”

Gallup : Analysis of performance data from over 2,500 business units and over 105,000 employees

Page 4: Book Digest

Four business outcomes correlate to the Big 12

PRODUCTIVITY

PROFITABILITY

EMPLOYEE RETENTION

CUSTOMER SATISFACTION

Page 5: Book Digest

12 Questions

1. Do I know what is expected of me at work?

2 D I h th t i l & i t I d t d k i ht?2. Do I have the materials & 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 7 days, have I received recognition or praise for good work?4. In the last 7 days, have I received recognition or praise for 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?

ul Que

stions

7. At work, do my opinions seem to count?

8. Does the purpose of my company make me feel like my work is important?

Most p

owerfu

9. Are my co‐workers committed to doing quality work?

10. Do I have a best friend at work?

11 I h l i h h I lk d i h b ?

M

11. In the last six months, have I talked with someone about my progress?

12. At work, have I had opportunities to learn and grow?

Page 6: Book Digest

Mountain climbing

Yes to all 12

Getting great at what you do

Summit

HQuestions 

12 Questions

How can we all grow?

Do I belongQ ti

11 to 12

Do I belong here?

Questions 7 to 10

What do I give?Questions 3 to 6

What do I get?Questions 1 & 2

Page 7: Book Digest

The focus of great managers

Great managers take aim at Base gCamp and Camp 1 (Q1 to Q6)

Securing 5’s is their most important responsibility

Page 8: Book Digest

Managers and Leaders are different

Leaders look OUTWARDLeaders look OUTWARD

M l k INWARDManagers look INWARD

Page 9: Book Digest

A great manager is a CATALYST

Page 10: Book Digest

CATALYST:

Ability to do fourAbility to do four key activitieskey activities REALLY wellREALLY well

Page 11: Book Digest

4 keys of Great Managers

• Select for TALENT1. Select the • Select for TALENT• Not simply experience, intelligence or determination

1. Select the Person

• Define the right OUTCOMES• Define the right OUTCOMES• Not the right steps2. Set Expectations

F STRENGTHS3 Motivate the • Focus on STRENGTHS• Not on weaknesses

3. Motivate the Person

4 D l th • Find the RIGHT FIT• Not simply the next rung on the ladder

4. Develop the Person

Page 12: Book Digest

Key 1: select for TalentKey 1: select for Talent

Page 13: Book Digest
Page 14: Book Digest

TALENTTALENT

A recurring pattern of THOUGHT, FEELING orA recurring pattern of THOUGHT, FEELING or BEHAVIOUR that  can be productively applied.

FILTER

A characteristic way of responding to the world around us.  

FILTER

It tells you which stimuli to notice and which to ignore; which to love and which to hate.  

It is UNIQUE to you. 

Y fil d i f b h iYour filter and your recurring patterns of behaviour are enduring.

Your filter more than your race, sex, age  or nationality is YOUYOU.  

Page 15: Book Digest

WHAT GREAT MANAGERS KNOW

“People don’t change that much. Don’t waste youri i i h b l f T dtime trying to put in what can be left out. Try to drawout what was left in. That is hard enough.”

Page 16: Book Digest

Elements of performance

• Cannot be taught

p

• Cannot be taught• 4‐line highways of your mind• Recurrent patterns of thought, feeling or behavioural• Difficult to transfer

Talents

• Can be taught by breaking total performance into stepsSkills • “How to do” of a role

• TransferableSkills

• Can be taughtCan be taught• What you are aware of• Factual knowledge – things you know• Experiential knowledge – understandings picked up along the way

Knowledgealong the way

• Transferable

Page 17: Book Digest

3 basic categories of Talent

1. Striving – the ‘WHY’ of a person

2. Thinking – the ‘HOW’ of a person

3. Relating – the ‘WHO’ of a person

Page 18: Book Digest

“The implication is not that people cannot change. Everyone can change, can learn.  Everyone can get a little better. The language of skills, knowledge and talents simply helps a manager identify where radical change is possible, and where it is not.”  y g p

Page 19: Book Digest

H fi dHow managers find great talent ?

S d b l

Know what talents you are looking for

Study your best people

Page 20: Book Digest

Key 2: define the right outcomes

Page 21: Book Digest

Manager’s dilemma: howdo you retain control andyfocus people onperformance – when youknow that you cannot forceknow that you cannot forcepeople to behave in thesame way?

Define the right outcomes and then let each person find his own route toward those outcomes

Page 22: Book Digest

How to manage by remote control ?I want perfect people

Some outcomes defy definition

My people don’t have enough talent

Some outcomes defy definition

Trust is precious:  it must be earned

the temptation to Control !

Page 23: Book Digest

“Forcing your employees to follow required steps only preventscustomer dissatisfaction.If your goal is truly to satisfy, to create advocates, then the step‐by‐stepapproach alone cannot get you there.Instead, you must select employees who have the talent to listen and to, y p yteach, and then you must focus them towards simple emotionaloutcomes like partnership and advice.If you manage to do this it is something that is very hard to steal ”If you manage to do this, it is something that is very hard to steal.

Page 24: Book Digest

How do you know if the outcomes are right ?

What is right for ?your customers?

Wh t i i ht fWhat is right for

What is right for your company?

the individual?

Page 25: Book Digest

Four expectations of all customers

Level 4 : Advice

Level 2 : Availability

Level 3 : Partnership

Level 1 : Accuracy

y

Page 26: Book Digest

Key 3: focus on strenghts

Page 27: Book Digest
Page 28: Book Digest

Let them become more of who they already are

Focus on each person’s strength and manage around his weaknesses.

Don’t try to fix the weaknesses.

Don’t try to perfect each person.

Focus on each person’s strength and manage around his weaknesses.

Do everything you can to help each person cultivate his talents.

Help each person become more of who he already is.

Page 29: Book Digest

Casting is everything

If you want to turn talent into performance, you have to position eachIf you want to turn talent into performance, you have to position eachperson so that you are paying her to do what she is naturally wired todo. You have to cast her in the right role.Everyone has the talent to be exceptional at something. The trick is tofind that ‘something.’ The trick is in the casting.

Page 30: Book Digest

Spend the most time with your best people

‘No news’ kills behaviour

It’s the fairest thing to doIt s the fairest thing to do

It’s the best way to learn

It’s the only way to reach excellenceIt s the only way to reach excellence

And the best way to break through the ceiling

Page 31: Book Digest

Managing around a weakness

Devise a support system

Find a complementary partner

Find an alternative role

Determine if poor performance is trainable

Determine if poor performance is not due to you as manager tripping the wrong trigger!

Determine if poor performance is trainable

Determine if it’s a weakness or a non‐talent

Page 32: Book Digest

Key 4: find the right fit

Page 33: Book Digest

A rung too far

Most employees aret d t th i l lpromoted to their level

of incompetence. It’sinevitable. It’s built intothe system.

Page 34: Book Digest

The PROBLEM with climbing the ladder

One rung does not necessarily lead tog yanother.

The conventional career path iscondemned to create competition andconflict. Why not create heroes inevery role?

Conventional ‘wisdom’ programmesemployees to hunt for marketableskills and experience to climb to thenext rung. This thinking is oftenflawed.

Page 35: Book Digest

“BEFORE you promote someone, look closely at the striving, thinking and relating talents needed to excel in the role.  

After scrutinising the PERSON and the ROLE, you may still choose promotion.  g y y p

Since each person is highly complex, you may still end up promoting someone into a position where he struggles.  No manager finds the perfect fit every time.  

But at least you will have taken the TIME to weigh the FIT between the DEMANDS of the role and the TALENT of the person”.

Page 36: Book Digest

Create heroes in EVERY roleSet up levels of achievement for EVERY role

For every role, definepay in broad ranges,with top end of lowerwith top‐end of lower‐level role overlappingbottom end of roleaboveabove

Set up ‘creativeacts of revolt’acts of revolt(special projects)

Page 37: Book Digest

What great managers do

Level the PLAYING FIELDLevel the PLAYING FIELD

Hold up the MIRROR

Create a SAFETY NET

Page 38: Book Digest

The art of tough love“Tough love is a mind‐set. An uncompromising focus on excellence with agenuine need to care. It focuses great managers to confront poor performanceearly and directly. It allows them to keep their relationship with the employeeintact Even if the employee has to be ‘let go’ Understanding that each personintact. Even if the employee has to be let go . Understanding that each personpossesses enduring patterns of thought, feelings and behaviour liberatesmanagers who have to confront poor performance. Because it frees themanager from blaming the employee.”

Page 39: Book Digest

The art of interviewing for talent

Ensure talent interview stands alone

Ask a few open‐ended questions and then try and stay quiet

Listen for specifics

Talent clues: rapid learningTalent clues:  rapid learning

Talent clues:  personal satisfactions

Know what to listen forKnow what to listen for

Page 40: Book Digest

The art of performance management

Keep the routine SIMPLE

Meet FREQUENTLY: minimum once a quarterMeet FREQUENTLY:  minimum once a quarter

Focus on the FUTURE

Ask employee to keep track of HIS OWN performance and learnings

Page 41: Book Digest

What great managers expect of every t l t d ltalented employee

Look in the mirror any chance you get

Muse

Discover yourself

Build your constituency

Keep trackp

Catch your peers doing something right

Page 42: Book Digest

How to operate if your manager is not it ‘ f t’

If she’s too ‘busy’, schedule a performance planning meeting 

quite ‘perfect’

y p p g g

If you are forced to do things ‘her way’, tell her you want to define your role more by outcome, than by steps 

If you receive inappropriate praise, suggest alternative ways

If she constantly intrudes, ask if ‘OK to check in less frequently than current practice’

If your ‘problems’ are of an entirely differentnature, if your manager consistently ignores you,distrusts you takes credit for your work blamesdistrusts you, takes credit for your work, blamesyou for her mistakes or disrespects you… then getout from under her. You deserve better.

Page 43: Book Digest

What companies can do to create friendly climate for great managers

Value world‐class performance in every role

friendly climate for great managers

Keep the focus on outcomes

Master keys that seniormanagement of a companymanagement of a companycan use to break through‘conventional wisdom’s’barricades

Study your bestStudy your best

Teach the language of great managers

Page 44: Book Digest

End thoughts

“Great managersmake it all seem so simple.

Just select for talent, define the right outcomes, focus on strengths and then,as each person grows, encourage him or her to find the right fit.

Completing these few steps with every single employee, your department,division or company will yield perennial excellence.”

Page 45: Book Digest

End thoughts

NOBODY said all this is EASY!

A great manager sometimes has to STRUGGLE to BALANCEA great manager sometimes has to STRUGGLE to BALANCE the competing interests of the company, the customers, the employees and even her own.  

Page 46: Book Digest

“The needs of the COMPANY andthe needs of the EMPLOYEEthe needs of the EMPLOYEE,misaligned since the birth of thecorporation over 150 years ago, areCONVERGING.

The intersection of the company’ssearch for VALUE and eachindividual’s search for IDENTITYare forces of change that haveare forces of change that haveseeded into the corporatelandscape for over 10 years.

The best managers are those whoknow how to be CATALYSTS andspeed up these forces of change.”