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12: The Elements of Great Managing Hardcover – November 1, 2006
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About the Author
Wagner is a confidential advisor to senior executives on the best ways to increase their personal effectiveness and their organizations' performance. His work has taken him around the world, to the executive suites of major corporations in nearly every industry, to the Pentagon, and to the aircraft carrier USS Nimitz.
Wagner is lead author of the books "12: The Elements of Great Managing" and "Power of 2: How to Make the Most of Your Partnerships at Work and in Life." His books have been published in 10 languages and his work featured in The Wall Street Journal, ABC News Now, BusinessWeek.com, CNBC.com, and the National Post of Canada, and parodied in Dilbert.
Wagner holds an M.B.A. with honors from the University of Utah Graduate School of Business. He was formerly a principal of Gallup, the research director of the Portland Press Herald and WGME-TV in Maine, a reporter and news editor for The Salt Lake Tribune, and a radio talk show host. When not writing or consulting, he enjoys fly-fishing, snowboarding, and coaching youth lacrosse.
Top Customer Reviews
These are my reasons for rating this book 5 stars:
1. The insights are backed by empirical evidence,
2. Although the approach is scientific, the book is easy to understand,
3. It incorporates international perspectives.
The authors illustrate the 12 Elements with examples from the US, Brazil, Germany, India and other countries. The insights are practical and backed by empirical evidence gathered from 10 million employee and manager interviews from 114 countries. In this book employee engagement has been linked to business performance. The authors have compared the top-quartile and bottom-quartile business units for the Elements, and have measured the overall difference between engaged and actively disengaged employees. Throughout the book you will read results that link these differences to a variety of business metrics - productivity, profitability, absenteeism, turnover, shrink (the retailers' euphemism for theft), accidents, customer ratings, etc. I enjoyed the way in which the findings were presented. Each chapter starts with a situation where a company has problems related to an Element. The authors then present their research and findings. After that a "great" manager implements changes and saves the day.
This book is exceptionally well researched.Read more ›
If you have read First, Break All the Rules, chances are it was a long time ago. You are probably ready for a refresher if you read that book back in 1999 or 2000 as I did.
As before, the Gallup people have asked that reviewers not list the 12 elements. I think they are overly sensitive, but I'll honor their request.
Let me characterize the 12 elements instead: Each point relates to either a necessity for being able to do your job well, having a sense that people care that you come to work, feeling engaged by your work, and seeing a future in what you are doing. Employees who feel engaged in these dimensions usually stay longer, are less likely to be out sick, and perform at higher levels of productivity. After you see the list, you'll accept those conclusions, I'm sure.
Since the first book came out, Gallup has done a lot more interviews. One of the benefits of all hose millions of additional interviews is to provide extra information about how and why each element is important. I was pleased to see that the authors also draw on psychological and physiological research to help explain their findings.
But the best parts, for me, were the 12 case studies that were like mini-fables of the sort that Ken Blanchard likes to write . . . except these cases involve real people. The leaders make mistakes as well as do things right, and you get a sense of how hard it is to improve performance in an important employee dimension when your organization has been doing it badly for some time.Read more ›
However, I found much of this book a rehash of the material in "First, Break All the Rules". The ideas are important enough that I went ahead and forced my way through the book. However I was definitely disappointed that the "Long-Awaited Follow-Up" as the cover advertises didn't really contain anything dramatically new that was not already covered in "First, Break All the Rules".
The 12 elements are:
1) Ensuring your employees know what is expected not only in the tasks of their job, but in all of its ramifications and under a range of circumstances.
2) Provide your employees with the actual tools and resources they need to perform their job excellently. Don't make them scrounge, hoard, or steal to get their job done.
3) Do your best to let the employee use their best talents in their work. Fit the job to what they do best rather than making them fit themselves to get a job done.
4) Provide compliments, recognition, and public pats on the back weekly.
5) Foster an environment where people feel cared about as a person by other people.
6) Be sure employees understand a career path and are developing new skills.
7) Listen to employee opinions and implement the really good ones.
8) Show them how their work directly connects to the mission of the firm.Read more ›
Most Recent Customer Reviews
Very good book with relevant ways to manage nearly all types of employeesPublished 1 month ago by Sabrina S. Zerphy
It was in extremely good condition. Practically brand new. Very satisfied.Published 3 months ago by Amazon Customer
From the group that brought you "Now: Discover Your Strengths". Great next-level management studies.Published 5 months ago by Anonymous
The company is using this book as training material. So far, have heard good things about it.Published 6 months ago by everyday8
Good book. Learned quite a bit but then again I didn't have much supervisor experience in the first place.Published 6 months ago by Kamikaze
Great whether you are a boss or have a boss! Basically great for anyone!Published 6 months ago by Amazon Customer
This is the "granddaddy" of employee engagement and a must-read for anyone in this realm.Published 6 months ago by Marco