Book Review Alert!
In First, Break All the Rules: What the World’s Greatest Managers Do Differently Curt Coffman and Marcus Buckingham lay out the results of years worth of research that Gallup did in the ’90s about managers. I want to share it because it is brilliant. But before I do, I want to mention that they go to great length to explain that management and leadership are NOT THE SAME. So, leaders, read carefully . . .
These are the twelve questions that employees ask themselves to gauge how much they love their jobs and their managers.
- Do I know what is expected from me at work?
- Do I have the materials and equipment to do my job right?
- At work, do I have the opportunity to do what I do best every day?
- In the last seven days, have I received recognition or praise for doing good work?
- Does my supervisor, or someone at work, seem to care about me as a person?
- Is there someone at work who encourages my development?
- At work, do my opinions seem to count?
- Does the mission/purpose of my company make me feel that my job is important?
- Are my coworkers committed to doing quality work?
- Do I have a best friend at work?
- In the last six months, has someone at work talked to me about my progress?
- Have I had opportunities at work in the last year to learn and grow?
What if you created the systems in your business that addressed these questions specifically? Do you think you could create a company where your employees would love and care for your business as much as you do? I think so.
Here are the 7 Rules of Alignment that I wrote about in The Key to the Golden Handcuffs. These questions provide clarity about any job or task. They will also help to set the stage for success.
- What is my job description?
- What are the boundaries of my job?
- What are my measurable results?
- How much authority do I have?
- What are the time constraints?
- Do I have the information, skills, and resources that I need?
- How do I get support?
Used together these questions in conversation allow people to be successful in your business. You are not trying to manage, motivate, and delegate. You are now beyond delegation and are leading a business that people take care of because they know they are valued as contributing partners.
I’ll end with the Gallup HaiKu:
What great managers know:
People don’t change that much.
Don’t waste your time trying to put in what was left out.
Try to draw out what was left in.
That is hard enough.