Gallup 's first to break the rules
The core idea is people-oriented management and strengths theory (complementary to the book "Strength Identifier")
Management Philosophy: People will not change, don't waste your time trying to fill the vacancies, but should find more existing advantages, it is not easy to do this.
Responsibilities of the manager to manage people: select people, put forward requirements, motivate them, and train them.
Four keys to successful management: select talents, define results, give full play to advantages, and apply according to talents.
In real life and work, the shortest path between two points is not a straight line, but the path of least resistance.
Success is excelling in positions that fit your strengths.
Human-centered, its content is to perceive, judge, create and establish various relationships.
Measuring the strengths of a workplace can be simplified into 12 questions:
Do I know the requirements for my job?
Do I have the materials and equipment I need to do my job well?
At work, do I have the opportunity every day to do what I do best?
Have I been praised for doing a good job in the past 7 days?
Do I feel like my supervisor or co-worker is concerned about my personal situation?
Is there anyone in the workplace encouraging my development?
Do I feel like my opinion is valued at work?
Does the company's mission or goals make me feel that my work is important?
Are my colleagues committed to high-quality work?
Do I have a best friend at work?
Has anyone at work talked to me about my progress in the past 6 months?
During the past year, have I had the opportunity to learn and grow at work?
Managers are key players in creating a good workplace.
It is the manager, not the company, who is dissatisfied with the reason why employees leave. The root cause of employee turnover is the manager.
It is the manager who really decides how long an employee can stay in the company and how productive they are.
There is a difference between a good manager and a good leader, and the two focus on different things. Good managers look inward, focus on the inside of the organization, and gain a deep understanding of each individual, each employee's differences in style, goals, needs, and motivations. Excellent leaders look outward, look at external competition, look at the future, and look at different paths forward.
Four keys to a great manager:
When selecting people, focus on selecting talents;
When making a request, focus on defining the correct outcome;
When motivating people, focus on exploiting their strengths;
培养人时，重在帮忙他们找到合适的位置。
做好任何工作都需要才干，因为做好任何工作都需要贯穿始终的思维、感觉和行为模式。
才干无法教会，才干是业绩的根本动力。
每个人都有独特的过滤器，一种对周围世界作出反应的特殊方式。
技能、知识和才干是构成绩效的三个不同因素，不同之处在于前二者可以被教会。
技能是一件工作该怎么做的问题，知识是你知道的东西，才干决定了你贯穿始终的思维、感觉和行为模式。
三种才干：奋斗才干、思维才干、交往才干。奋斗才干解释一个人为什么的问题，
思维才干解释一个人怎样的问题，交往才干解释一个人谁的问题。
基本准则：
涉及准确和安全时，员工必须遵守操作流程。
当步骤是公司或行业标准的一部分时，每个员工必须严格执行。
唯有在不掩盖所需结果的前提下，规定步骤才是有效地。
规定步骤只能防止不满意。
花最多的时间和明星员工在一起，这样最公平，最有成效的学习方法，追求卓越的唯一途径。
经理的工作就是鼓励他人重复有成效的行为，抑制其他无效的行为。
在每一个岗位上创造英雄。
宽带工资制度。
自我发现是职业健康发展的驱动和引导力量。