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Sure, we've all jotted down a list of tasks to do each day, but the more detail you add, the more likely you are to do it, says Alexis Haselberger, a time management and productivity coach in San ...
Great individual contributors make great managers That’s the first of Jobs’ best management tips: elevating the people to management who perform at the highest levels. “You know who the best ...
The book is a result of observations based on 80,000 interviews with managers [3] as conducted by the Gallup Organization in the last 25 years. [when?] The book goes into detail on debunking old myths about management, and gives advice to employers on how to obtain and keep talented people in their organization. [4] Key ideas from the book include:
Being surrounded by peers who are great at what they do. Reporting to a manager who actually, in his words, "gives a shit." Those are the things that light a fire under him. "I do work extra ...
Managers cannot constantly drive motivation, or keep track of an employee's work on a continuous basis. Goals are therefore an important tool for managers, since goals have the ability to function as a self-regulatory mechanism that helps employees prioritize tasks.
The workplace is also where real people make real value, and going to see is a mark of respect and the opportunity to support employees to add value through their ideas and initiative more than merely make value through prescribed work. The management revolution brought by lean thinking can be summed up by describing jobs in terms of Job = Work ...
When employees are happy, they produce better work, are more likely to speak highly of the organization to others, and will stay longer. Failing to invest in a good corporate culture can have ...
12: The Elements of Great Managing is a 2006 New York Times bestseller written by Rodd Wagner and James K. Harter. It is the sequel to First, Break All the Rules , although the first book was written by Marcus Buckingham and Curt Coffman.