Summary of Jim Harter's First, Break All the Rules

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The loss of the British fleet in 1707 was caused by the inability to measure something that was already critical to their success: longitude. The same is true in today’s business world: companies cannot find and keep talented employees if they don’t have an accurate way to measure their ability to do so.
#2 Institutional investors, like the Council of Institutional Investors and the California Public Employees Retirement System, are demanding a simple and accurate measuring stick that can tell them how well one company or one manager is doing compared with others.
#3 The demand for a simple and accurate measuring stick for comparing the strength of different workplaces is growing. The Gallup Organization set out to build one.
#4 A strong, vibrant workplace looks like the Lankford-Sysco facility in Pocomoke, Maryland. The company has single-digit turnover, absenteeism is at an all-company low, and shrinkage is virtually nonexistent.

Sujets

• management

Informations

• Publié par: Everest Media LLC
• Date de parution: 05 avril 2022
• Nombre de lectures: 0
• EAN13: 9781669378037
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Jim Harter's First Break All the Rules
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7
Insights from Chapter 1

#1

The loss of the British fleet in 1707 was caused by the inability to measure something that was already critical to their success: longitude. The same is true in today’s business world: companies cannot find and keep talented employees if they don’t have an accurate way to measure their ability to do so.

#2

Institutional investors, like the Council of Institutional Investors and the California Public Employees Retirement System, are demanding a simple and accurate measuring stick that can tell them how well one company or one manager is doing compared with others.

#3

The demand for a simple and accurate measuring stick for comparing the strength of different workplaces is growing. The Gallup Organization set out to build one.

#4

A strong, vibrant workplace looks like the Lankford-Sysco facility in Pocomoke, Maryland. The company has single-digit turnover, absenteeism is at an all-company low, and shrinkage is virtually nonexistent.

#5

You must ask yourself what lies at the heart of a great workplace, and then identify the elements that attract only talented employees and keep them, and the elements that appeal to every employee, the best, the rest, and the ROAD warriors.

#6

The Gallup Organization has interviewed more than a million employees over the last twenty-five years. They have asked each of them hundreds of different questions, on every conceivable aspect of the workplace. They have found that the strength of a workplace can be measured by twelve questions.

#7

The twelve questions that make up the Gallup workplace survey are the simplest and most accurate way to measure the strength of a workplace. They are: 1) Do I have the materials and equipment I need to do my work right. 2) At work, do I have the opportunity to do what I do best every day. 3) In the last seven days, have I received recognition or praise for doing good work.

#8

The Gallup study measured the relationships between employee opinion and business unit performance. It found that employees who answered the twelve questions positively were generally working in higher-performing departments.

#9

The research team found a link between employee opinion and business unit performance. Those employees who responded more positively to the twelve questions also worked in business units with higher levels of productivity, profit, retention, and customer satisfaction.

#10

The twelve questions were linked to four business outcomes: productivity, profitability, retention, and customer satisfaction. The most powerful questions were those with a combination of the strongest links to the most business outcomes.

#11

The most important factor when it comes to choosing a company to work for is the quality of your immediate manager. If she sets clear expectations, knows you, trusts you, and invests in you, then you can forgive the company’s lack of a profit-sharing program.

#12

Employees do not put their faith in the myth of great companies or great leaders. For employees, there are only managers: great ones, poor ones, and many in between. The best thing any leader can do to drive the whole company toward greatness is to hold each manager accountable for what his employees say.

#13

The Gallup poll asked employees at different stores the same twelve questions, and then looked at the scores. The following table shows an example of what they found: two stores at opposite ends of the measuring stick.

#14

The company had many cultures, created by the managers and supervisors in the field. Some were strong and able to attract and keep talented employees, while others were fragile and plagued with mistrust.

#15

The results showed that the company was blessed with some great managers, as those who answered positively to the twelve questions were much more productive than those who didn’t. The company was able to stop hunting for the central fix and instead focus on hiring more like their best.

#16

The twelve questions are the foundation of a productive workplace. You must address them in the right order, and not ignore the most powerful questions.

#17

The twelve questions can help you identify which stage of the mountain you are on. They will help you identify what needs must be met before you can move on to the next stage.

#18

At work, do you have the opportunity to do what you do best every day. Do others seem to appreciate your individual performance. Do they regard you as a person. If not, what do they think about you.

#19

At this stage of the climb, you want to make sure that you fit in. You ask yourself four questions to measure Camp 2: 7. At work, do my opinions seem to count. 8. Does the mission/purpose of my company make me feel my job is important. 9. Do my co-workers seem committed to doing quality work. 10. Do I have a best friend at work.

#20

The climb from Base Camp to the summit of innovation is a process of learning, growing, and innovating. You must be able to answer positively to all these questions: Have you been able to apply your new ideas. Are you confident in your own expertise.