Notes on First, Break all the Rules by Marcus Buckingham & Curt Coffman
3.5 stars (out of 5)
FOCUSED ON THE RIGHT EXPECTATIONS
- Do I know what is expected of me?
- Do I have the materials and equipment I need to do my work right?
CONFIDENCE IN YOUR OWN EXPERTISE
- Do I have an opportunity to do what I do best every day?
- In the last seven days, have I received recognition or praise for good work?
- Does my supervisor or someone at work seem to care about me as a person?
- Is there someone at work who encourages my development?
AWARE OF HOW YOUR NEW IDEAS WILL BE ACCEPTED OR REJECTED BY THE PEOPLE AROUND YOU
- At work, do my opinions seem to count?
- Does the mission or purpose of my company make me feel that my job is important?
- Are my coworkers committed to doing quality work?
- Do I have a best friend at work?
INNOVATION (APPLICATION OF NEW IDEAS)
- In the last six months, has someone talked with me about progress?
- This last year, have I had opportunities at work to learn and grow?
Draw out and emphasize the strengths and talents of people.
- select a person
- how much of a person can you change?
- talent v. skills v. knowledge (which can be taught and which must be hired in?)
- ask questions to cut through the candidate's desire to impress and reveal the canidates true talents
- set accurate performance expectations
- keep the person focused on performance today, no matter how tempting it is to stare at the changes massing on the horizon
- on which parts of the job will you enforce conformity, and on which will you encourage individual style
- balance standardization and efficiency, versus flair and originality
- motivate the person
- should you spend more time with the best people or the strugglers?
- should you help the weaknesses or focus on strength
- can you ever give someone too much praise? if so, when? If not, why not?
- develop the person
- where do I go from here? can you help me grow? you need to know what to say.
- should you help each person get promoted?
- is it right to say attend some training classes or pay your dues?
- can you ever get too close to your people?
- what do you owe your people anyways?
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's hard enough.
4 keys of great managers
- Select for talent, not simply experience, intelligence, or determination.
- Define the right outcomes, not the right steps.
- Focus on strengths, not on weaknesses.
- Help them find the right fit, not simply the next rung on the ladder.
- Help employees discover hidden talents
- Teach employees new skills and new knowledge. Skills, knowledge, and talents are distinct elements among someone's performance (talents can't be taught, skills and knowledge can)
Basic categories of talent:
- Striving Talents
- Thinking Talents
- Relating Talents
Define the right outcomes and then let each person find their own route to those outcomes.
- Don't break the bank (employees must follow certain required steps that deal with accuracy or safety)
- Standards Rule
- Don't let the creed overshadow the message
Partnership Focus on strengths
Casting for talent
Things to ask employees:
- What are you shooting for? Where do you see your career heading?
- Do they like public recognition or private? Written or verbal?
- What was the most meaningful recognition they've received? What made it so memorable?
Great managers spend the most time with there best people.
Routes to helping a person succeed when they don't have the talent
- Devise a support system, so they can focus on strengths
- Find a complimentary partner
- Find an alternative role
Find the right fit