爱华网读过有几个星期了，利用下班前一点时间整理一下思路。
本书要点：从改变一个人，或者说完善一个人（所谓常规），到用好一个人（所谓打破常规）的转变。
作为经理人和管理者，我们确实有意无意的在工作中甚至家庭生活中去改变一个人，使之“更加”适应工作需要或生活需要，甚至自己的需要。这样，我们的注意力焦点就不知不觉的转移到了“事”上，而非“人”。本书讲的就是如何用好人，如何发现人的优点和潜力，然后安排或重新设计需要的工作，使人和任务完美匹配，达到个人和组织双赢的效果。
本书开篇就提出了12个问题，来让经理人去询问自己的下属是否对此满意：
（凑合看吧，懒，照下来的，呵呵）
从这几个问题的先后顺序和内容中得出优秀经理人的4大要诀：
1-选拔才干
2-界定结果
3-发挥优势
4-因才适用
Key Ideas:
1.The best managers reject conventional wisdom.
2.The best managers treat every employee as an individual.
3.The best managers never try to fix weaknesses; instead they focuson strengths and talent.
4.The best managers know they are on stage everyday. They know theirpeople are watching every move they make.
5.Measuring employee satisfaction is vital information for yourinvestors.
6.People leave their immediate managers, not the companies they workfor.
7.The best managers are those that build a work environment where theemployees answer positively to these 12 Questions:
- Do I know what is expected of me at work?
- Do I have the materials and equipment I need to do my workright?
- At work, do I have the opportunity to do what I do besteveryday?
- In the last seven days, have I received recognition or praisefor doing good work?
- Does my supervisor or someone at work seem to care about me asa person?
- Is there someone at work who encourages my development?
- At work, do my opinions seem to count?
- Does the mission/purpose of my company make me feel my job is important?
- Are my co-workers committed to doing quality work?
- Do I have a best friend at work?
- In the last six months, has someone at work talked to me aboutmy progress?
- This last year, have I had the opportunity at work to learn andgrow?
The Gallup study showed that those companies that reflectedpositive responses to the
12 questions profited more, were more productive as businessunits, retained more
employees per year, and satisfied more customers.
Without satisfying an employee’s basic needs first, a managercan never expect the
employee to give stellar performance. The basic needs are:knowing what is expected
of the employee at work, giving her the equipment and support todo her work right,
and answering her basic questions of self-worth and self-esteemby giving praise for
good work and caring about her development as a person.
The great manager mantra is don’t try to put in what was leftout; instead draw out
what was left in. You must hire for talent, and hone that talentinto outstanding
performance.
More wisdom in a nutshell from First, Break All the Rules:
1.Know what can be taught, and what requires a natural talent.
2.Set the right outcomes, not steps. Standardize the end but not themeans. As long as the means are within the company’s legalboundaries and industry standards,let the employee use his ownstyle to deliver the result or outcome you want.
3.Motivate by focusing on strengths, not weaknesses.
4.Casting is important, if an employee is not performing atexcellence, maybe she is
5.not cast in the right role.
6.Every role is noble, respect it enough to hire for talent tomatch.
7.A manager must excel in the art of the interview. See if thecandidate’s recurring patterns of behavior match the role he is tofulfill. Ask open-ended questions and let him talk. Listen forspecifics.
8.Find ways to measure, count, and reward outcomes.
9.Spend time with your best people. Give constant feedback. If youcan’t spend an hour every quarter talking to an employee, then youshouldn’t be a manager.
10. There are many ways ofalleviating a problem or non-talent. Devise a support system,find acomplementary partner for him, or an alternative role.
11. Do not promote someoneuntil he reaches his level of incompetence; simply offer biggerrewards within the same range of his work. It is better to have anexcellenthighly paid waitress or bartender onyour team than promote him or her to a poor starting-level barmanager.
12. Some homework to do:Study the best managers in the company and revise training toincorporate what they know. Send your talented people to learn newskills or knowledge. Change recruiting practices to hire fortalent, revise employee job descriptions and qualifications.
