Introduction : breaking all the rules -- The measuring stick. A disaster off the Scilly Isles : what do we know to be important but are unable to measure? ; The measuring stick : how can you measure human capital? ; Putting the twelve to the test : does the measuring stick link to business outcomes? ; A case in point : what do these discoveries mean for one particular company? ; Mountain climbing : why is there an order to the twelve questions? -- The wisdom of great managers. Words from the wise : whom did Gallup interview? ; What great managers know : what is the revolutionary insight shared by all great managers?; What great managers do : what are the four basic roles of a great manager? ; The four keys : how do great managers play these roles? -- The first key : select for talent. Talent : how great managers define it : why does every role, performed at excellence, require talent? ; The right stuff : why is talent more important than experience, brainpower, and willpower? ; The decade of the brain : how much of a person can the manager change? ; Skills, knowledge, and talents : what is the difference among the three? ; The world according to talent : which myths can we now dispel? ; Talent : how great managers find it : why are great managers so good at selecting for talent?
A word from the coach : John Wooden, on the importance of talent -- The second key : define the right outcomes ; Managing by remote control : why is it so hard to manage people well? ; Temptations : why do so many managers try to control their people? ; Rules of thumb : when and how do great managers rely on steps? ; What do you get paid to do? : how do you know if the outcomes are right? -- The third key : focus on strengths ; Let them become more of who they already are : how do great managers release each person's potential? ; Tales of transformation : why is it so tempting to try to fix people? ; Casting is everything : how do great managers cultivate excellent performance so consistently? ; Manage by exception : why great managers break the Golden Rule? ; Spend the most time with your best people : why do great managers play favorites? ; How to manage around a weakness : how do great manager turn a harmful weakness into an irrelevant nontalent? -- The fourth key : find the right fit ; The blind, breathless climb : what's wrong with the old career path?
One rung doesn't necessarily lead to another : why do we keep promoting people to their level of incompetence? ; Create heroes in every role : how to solve the shortage of respect ; Three stories and a new career : what is the force driving the new career? ; The art of tough love : how do great managers terminate someone and still keep the relationship intact? -- Turning the keys : a practical guide ; The art of interviewing for talent : which are the right questions to ask? ; Performance management : how do great managers turn the last three keys every day, with every employee? ; Keys of your own : can an employee turn these keys? ; Master keys : what can the company do to create a friendly climate for great managers? -- Gathering force -- Appendix A. The Gallup path to business performance : what is the path to sustained increase in shareholder value? -- Appendix B. What the great managers said : what did great managers say to the three questions quoted in chapter 2? -- Appendix C. A selection of talents : which talents are found most frequently across all roles? -- Appendix D. Finding the twelve questions : how did Gallup find the twelve questions -- Appendix E. The meta-analysis : what are the details of the meta-analysis?
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